Responsible for Finance & Accounting, Billing, Purchasing & Facilities for behavioral health clinic serving more than 4000 clients per year. Major accomplishments include significantly reducing debt and increasing cash flow by refinancing bonds with conventional mortgage financing, divesting of residential housing portfolio, and improving billing processes. Obtained grants and financing to upgrade IT and communications equipment throughout the agency, building improvements and eliminate deferred maintenance. Transitioned from county based reimbursement system to managed care environment.

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Responsible for banking relationships, forecasting, credit, cash and debt management for this rapidly growing company. Prepare financial statements & workpapers for annual audit; Manage three professional staff; Upgraded to Great Plains 2010.Led due diligence for sale of subsidiary company; Financed acquisition of office building with SBA 7A loan

Consulting for small businesses experiencing dramatic growth or rapid change in their accounting departments.

Managed and responsible for investor and banking relationships, forecasting, credit, cash and debt management, and divestitures of publicly traded company with $900 million revenue in an environment of rapid change and high investor visibility. Responsible for Sox controls related to cash, debt; Managed department of 8 professional and clerical staff• $300 million expansion of credit facility; preparing forecasts, revising key covenants, presenting to banks and rating agencies• Participated in development of strategic response to take-over attempt; Led divestiture activities for 8 manufacturing plants in various states• Led administrative restructure effort resulting in significant post-merger cost reductions• Preparation of scripts, press releases, disclosures for quarterly and annual SEC filings

Managed budget, forecasting, operations/investment analysis and billing for 4 divisions representing $100 million in revenue and $250 million in 5-year capital plan. Operations included 4 marine terminals and 7 business parks including Swan Island and Rivergate. Also recruited, managed, and trained staff. Created targets for working capital balances, net income, and grant seeking (incorporated into the Port’s strategic plan). Managed department of 7 professional and technical staff• Completed contracts with Toyota (15 years); Honda (10 years); KinderMorgan (7 years)• Broke bottleneck on $100 million cost recovery strategy which required accrual and disclosure estimates for audited financial statements and furnished all project support• Achieved annual average return on investment of 10%+• Arranged $16 million financing for North Marine Drive widening project• Member of JD Edwards implementation steering team.

Responsible for accounting/reporting/treasury management function, preparing financial statements & workpapers for annual audit; coordinating all budget activities for development and management of 5000+ units of low-income housing. Administered Section 8 program grants. Supervised 15 technical and professional staff.• Served as Finance Lead for feasibility analysis and financing for 11 multifamily and development projects representing $60+ million through Housing Revenue Bonds and syndication of Low-income Housing Tax Credits • Conducted agency-wide activity-based cost analysis, identifying cost drivers, and generated benchmarks for Public Housing Pcosts vs. private sector• Instrumental in creation of “Moving to Work” concept which allowed housing authorities to apply for waivers of regulation and statute; participated in development of regulations• HAP’s first and subsequent revenue bonds collaborating with S&P and various trust departments

Stabilized a financially distressed housing authority consisting of 500+ units across SE Alaska. Established computerized operations and brought in-house all accounting and reporting functions, including the annual audit and budget activities.• Collaborated with HUD to resolve class action lawsuit, crafted method to convert $1.3 million in tenant debt (700 tenants non-payments) to mortgage debt. The conversion from Turnkey III Rent-to-Own Program to Mutual Help ownership was duplicated nationwide.• Investigated and documented $1 million in embezzlement resulting in a federal conviction; recovering $.5 million from Fidelity Insurance despite numerous defenses.