As a key member of the Executive Management Team, I provide oversight of Accounting, Budgeting, Statutory and Regulatory Reporting, and Treasury Functions for a Non-Profit Fraternal Benefits Society specializing in Life Insurance and Annuity Products. I manage $1 billion in assets and oversee $100 million in annual revenues. I regularly present financial reports and strategic updates at quarterly and annual Board Meetings.

Created and managed all the business affairs for Soza Fitness & Wellness. It is a full-service gym & wellness facility which offers a 24/7 gym, group fitness classes, personal training, corporate wellness, fit meals, nutrition consulting, massages, and an array of other wellness services. Sold the company in 2017, the company still exists today.

Served as a Director for all Financial and Administrative activity for a start-up Fast and Casual Restaurant business at the Corporate Office. Assisted in opening franchises and company-owned stores throughout the United States. I was responsible for the Accounting, HR, Taxes, Budgeting and Cash Management.

Assignments:HealthSpan Integrated Care (Robert Half Management Consultants)Project Lead for the financial reporting team on new Statutory filing requirements related to the ACA and 3R programs.Smart Insurance CompanyWorked with external Auditors to close out 2013 books; assisted company financial reconciliations with CMS (Center for Medicaid and Medicare Services) related to the 2013 Medicare Part D program for the company.

Responsible for building and managing a Finance Department for a new PDP in the Medicare Part D program. Built and managed a department to handle all the Accounting, Treasury, Financial Planning and Statutory reporting. The company sold its membership and shut down operations.

Primary role was Financial Advisor to the EVP of Part D Operations. Financial Liaison for the Operating Business Units (300 FTE’s and $50M annual budget) supporting the monthly close, analytics, budgeting, forecasting and ad-hoc financial request. Provided Internal Financial Reporting and Financial Modeling request including operational dashboards to department heads. Developed and presented financial reviews for leadership meetings and all employee meetings.Served as the Controller for the company from 2001 to 2005. In 2005 I was promoted to Director of Financial Planning & Analysis where I developed a Financial Model that was used internally, externally and for the presentation and sale of the company to Universal American. I started at the company as 9th employee and $1.8M in revenues in 2001. In 2007, the company reported $1.4B in revenues and had 500 employees when it was sold to Universal American.Served as Company Controller from 2001-2005.Director of Financial Planning & Budgeting 2005-2009.Director of Group & State Account Management for Medicare Part D Programs 2009-2010.Director of Financial Planning & Analysis for Medicare Part D Operations Unit 2010-2011.Financial Advisor 2011-2012.

Chief Financial strategist for a $25M division with oversight of the P&L, A/R, A/P, Capital Expenditures, Revenue Development and Operating expense controls for a major telecommunications company with over $1B revenues. Prepared and maintain annual business plan. Provided monthly forecast to key management. Work closely with VP of Sales and General Manager providing counsel and judgment on various tactical and strategic projects and issues that arise in the sales, customer service, operations and engineering disciplines.

Full P&L and Balance Sheet responsibility for a $10M Industrial Sales Distributor. Held the top position in the company that had 45 employees in 3 branch offices and sales reps in 5 states. During my tenure annual sales grew by 25%, with a 25% cut in the sales force. Coordinated a joint venture with a company 4-times the business size. Developed a business plan/model that resulted in securing a line of credit to assist with the growth of the business.

Oversight for the reporting, the accuracy and the financial performance of a $100M division. Prepared and monitored budgets for 13 regional offices. Served as a liaison between Corporate Finance and field operations. Coordinated monthly closings, P&L variance analysis and oversight of internal controls with cash, inventory, accounts payable, and system credits.