FSC Lighting makes and assembles customized, energy-efficient lighting solutions for industrial, commercial, and retail clients across the country. FSC’s continued success stems from its mission – “go beyond efficiency” at every level. For clients, this means providing comprehensive product support, fast and cost-efficient customization, advanced controls, and innovative, application-specific lighting solutions. For employees and the community at large, going beyond efficiency means building a supportive, stable and empowering work environment- like the company’s Made With Care program, which integrates developmentally disabled adults into the workforce.

Provided fractional, part-time and interim CFO, transaction support, internal control review and other business advisory services to middle market clients in Orange and Los Angeles counties.

CFO of a rapidly growing, multi-national, private equity-owned leading designer, manufacturer and distributor of lighting products sold as various private label and owned brand names throughout multiple channels with locations throughout the US and in ChinaSuccessfully completed sale of business from one private equity firm to another at desired valuation and time frame with investment bank, PE firm and senior management team. Led improvements in internal control environment, remediating numerous longstanding control deficiencies, recruited and restructured accounting and information technology management team, partnered with operations and sales senior management team on SIOP and various improvement initiatives. Oversaw purchase accounting and related transactional accounting issues. Managed liquidity in highly-levered environment.

CFO of a rapidly growing private equity-owned leading designer, manufacturer and distributor of men's and women's leather belts, handbags, small leather goods and accessories that are sold as various private label, licensed or owned brand names--including Lodis, Harley-Davidson and Carhartt. Supported new CEO and longstanding Private Equity sponsor in successfully restructuring and re-capitalizing the business (debt and equity), returning the business to profitability, supporting 30% organic and 100% strategic growth. Restructured Accounting department, identified and remediated various internal control deficiencies, led successful search and negotiation of lease for new domestic manufacturing facility / corporate office and worked with CEO and Board on multiple strategic initiatives. Built a dashboard which provided key sales and operational data necessary to manage a fragmented business with multiple channels / divisions, charts of accounts, systems, etc.

CFO for a mid-market, multi-national, publicly-traded company. Worked with new CEO to restructure the company to improve gross profit from 5% during the two years prior to 25%. Worked with Board to plan and execute a successful competitive bid process culminating in the successful sale of the business to a strategic party for 2-3X the market capitalization at the time I was promoted to CFO.

VP Finance & Corporate Controller for a $120 million, multi-national public manufacturer and distributor of consumer products. Substantial treasury management--managing extremely tight cash flow under an asset-based line of credit ("ABL") of a struggling company. Developed and managed Cash/Availability Forecast Model used by CFO/CEO to manage liquidity. Managed treasury/lending relationships with CFO/CEO. Identified and remediated significant deficiencies and material weaknesses in internal controls. Successfully replaced credit facility during a substantially uncertain time for both the Company and the lending industry. Worked with CFO and senior management team and investment bank advisors, etc. on various strategic initiatives, culminating an operational and financial restructuring of the company involving various divestitures.

Promoted by new CFO to Corporate Controller / Principal Accounting Officer of a $200 million publicly-traded prototype multi-national printed circuit board manufacturer to improve engagement of Accounting/Reporting team with Operations and support CEO/CFO's efforts to return company to profitability, which were successful. Identified and remediated various internal control deficiencies with Internal Audit. Improved efficiency of Internal and External audit due to improved processes and procedures in Accounting. Oversaw timely and accurate SEC reporting and accounting functions.

Worked with senior management team (i.e. CFO, COO, CEO, Vice Presidents of Operations and Sales) on various initiatives, including restructuring operations in order to reduce the Company's cost structure (Headcount, Overhead, etc.) as necessary to return the $200 million multi-national publicly traded Company to profitability. Much of the modeling was based upon the Cost/Volume/Profit concepts developed as Divisional Controller at DDi Virginia. Developed 13 Week Cash Forecast Model used by Senior Management to manage liquidity. Successfully led the Company's Sarbanes-Oxley compliance initiative for approximately one year, leading a large team of consultants to document, test and remediate internal controls for approximately 10-15 divisions worldwide, with various charts of accounts, ERP systems, etc. Result: unqualified audit opinion / no material weaknesses in internal controls.

Divisional Controller for $40 million prototype printed circuit board manufacturing facility with full cycle accounting/payroll functions, including Credit/Collections. Developed Cost/Volume/Profit model to deal with substantial changes in sales price and product mix, which helped manage/predict substantial fluctuations in profitability. Developed / modified various SQL-based reports / tools (i.e. relational databases) built upon ODBC connections to ERP system data tables in order to obtain important operational and financial information. Identified and remediated various internal control deficiencies. Restructured accounting department, resulting in substantial improvements in the timeliness, accuracy and efficiency of financial statements.

Implemented a new SQL based Enterprise Reporting software to replace Excel-based consolidation / reporting system for rapidly growing $500 million private equity-backed multi-national company that went public and was growing rapidly through acquisitions. Worked with divisional controllers of acquired businesses to map their charts of accounts to a corporate chart of accounts and obtain KPI's necessary for private equity / SEC reporting requirements. Supported Corporate Controller and his team in SEC filings for 10-Q, 10-K and S-1 / S-3 reports, etc.

Provided Assurance (Audit & Review; 4 busy seasons) and Tax (first busy season) services to mostly mid-market publicly traded and privately held companies in a variety of industries, especially manufacturing & import/distribution companies (i.e. apparel).