Provide expertise and immediate execution in managing the finance function for private equity firms' portfolio companies. Provide financial and operational due diligence for potential acquisitions. Clients include Morgenthaler Partners, Riverside Company, Hancock Capital Management, LLC.and Navigation Capital Partners. Held various interim CFO positions at Defiance Metal Products, Inc., West Bros./Brown Transportation, HerbThyme and Greenline Foods, Utilimaster Corporation, Rotometrics, Avtron Holdings, LLC, Qualserv Corporation, Ryan Herco Flow Solutions, Inc, and UAV Holdings, Inc. • Experience in post acquisition set up, high impact cash flow generation, add-on merger/acquisition, operational and financial restructuring, and turnaround for middle market companies with annual revenue of $100M to $250M. • Financial and Operational due diligence for potential acquisitions.

An early stage wireless software company providing wireless web software solutions to mobile carriers in Europe, North America and Asia.Directed all development, professional services, finance, accounting, treasury, legal, and human resources activities.• Successfully directed Company’s venture financing. Raised $9.5M Series B in 2002, the toughest equity market since the 1980’s, and $12M Series C in Oct 2004 (oversubscribed by $2M).• Managed operations to continuously optimize cost and performance, outsourced part of development to Asia, 4x cost reduction. Insourced data hosting, 5x cost reduction.• Negotiated license contract with European based Orange and MMO2 in excess of Euro 10M.• Established accounting and treasury functions for London, Paris and Oakland offices.• Presented to Board of Directors financial, strategic alliance/merger proposals and business plans.• Established international tax policy including transfer pricing and contract policy.• Developed and negotiated carrier-pricing model for sales and contract negotiations with wireless carriers.• Negotiated and selected outside audit and tax firm (Big 4). Installed internal fiscal control systems.• Controlled cash burn rate to extend financial runway to provide greater flexibility and minimize dilution.

A $2.5B Division of Philips Electronics NV, a top three global manufacturer of consumer entertainment and information products. Main product lines include television, video, audio, and digital cable set-top boxes.Directed all financial activities (and daily operations in absence of CEO) with a direct staff of 11 and 140 employees. Recruited by the CEO to this position.• Directed total reengineering of this Division resulting in annual savings in excess of $25M and reduced net operating capital by $75M including the divestiture of an $800M U.S. based television-manufacturing plant.• Reorganized Finance to align with lines of business and sales channels.• Redesigned finance processes to reflect end-to-end transactions such as order to cash, supply chain resulting in 25% staff reduction and cycle time reduction.• Reduced monthly local fiscal and global financial closing process and reporting from 7 to 3 days.• Out-sourced re-manufacturing of returned goods reducing headcount by 500 and annual savings of $26M.• Reduced DSO from 42 to 38 and managed credit risk to a sustained loss of less than one tenth of one percent.• Senior Executive of ERP task force responsible for the successful implementation of SAP across all commercial activities with minimal disruption to sales, shipping, financial or inventory management.• Integrated Mexico City operations into NAFTA processes, business controls and financial reporting. Established professional credit analysis and collection program. Instituted foreign exchange hedge process.• Developed professional staffing through college recruiting, rotation program and finance training courses.• Directed site location, negotiation and relocation from Knoxville to Atlanta involving approximately 400 employees consolidating sales, marketing and administration.

Directed this leading edge development group at request of the CEO with total P&L responsibility.• Successfully launched 4 new product categories (digital satellite receiver, caller ID, cordless phone and home security products) with annual sales of $200M.• Instituted disciplined market opportunity analysis process to clearly define the opportunities, risks and rewards.

Led $150M division which designed, marketed and sold non-consumer electronics into the commercial, institutional, education and government channels.• Tripled Division sales over five years from $40M to $150M by directing new product/market strategy to broaden product offering while capitalizing on mass market cost advantages including partnering with major media producers.• Increased market share from 8% to over 50% in key hospitality market and health care industry.• Implemented total system solutions to increase both Philips and its business partners’ profitability by integrating set-top and control systems into the television.• Successfully led the change from Magnavox to the introduction of Philips brand.

Recruited to develop a startup operation (Interactive Media Systems Division) to optimize new product launch.• Developed financial systems and controls for this Division and associated JVs.• Co-directed rationalization of overlapping JV/development efforts including complex sharing of royalties/fees.• Negotiated $35M financial package for key customer with no recourse and off-balance sheet financing.

Successfully designed and directed negotiations for a complete restructuring of a $100M West Coast regional retail chain in a highly competitive environment. Offered equity position.