Providing senior financial consulting services on project, interim or long-term engagements with companies throughout the Portland Metro area. Please visit our website www.cfoselections.com for more information about the services we provide.

DYNAMIC EVENTS, Vancouver WA; Event management company, $4M Revenue, 50 employeesHUBB INC., Vancouver WA; Event planning software company, $4M Revenue, 50 employeesCFO for 2 related companies, sharing same building.Dynamic Events was highly profitable; Hubb was a startup (created 2016) and operated on a shoestring budget. I managed accounting and finance for both companies.• Streamlined accounting processes, improving efficiency and effectiveness• Collaborated on strategic direction and KPI• Liaison for legal and insurance• Managed staff accountants and ITFor Hubb:• Created board reports, supported board meetings • Supported raising $6.3M in series B financing• Transitioned from cash based accounting to GAAP revenue accrual accounting• Transitioned to 3rd party accounting system (from QB to Consero)

I provided finance and accounting services for companies I previously worked for: Coolest and Pipeworks, and new companies: Otak, International Architecture company, $40M revenue, 300 employees;Klecker Knives, (consumer goods start-up, 5 employees);Otak and Pipeworks: Stepped in as interim Controller, closed books in short time, sped up processes through simplification and advanced Excel use; improved reporting; managed audit on tight schedule for Otak.Coolest: Managed transition to 3rd party accounting system (InDInero); supervised month end close; supported debt financing.Klecker Knives: Created financial and cash flow modeling; supported getting Kickfurther financing.

Transformed the Kickstarter idea into a sustainable company on path to profitability.As 2nd full time hire supported most functions of the business to various degrees with emphasis on finance • Leadership - On executive team of 4• Strategy - Fundraising, incl. setting up factoring, working with investment bank for private equity, VC funds or strategic partners; Researching, vetting and negotiating financing options • Budgeting & Forecasting; Reporting - Created financial models, including inventory and production forecasting, 5 year forecasts, weekly cash flow forecast, dashboard• Systems - Set up FP&A systems; Created strategic and tactical plans, including weekly planning metrics• Management - Accounting (outsourced); Selected and managed Moss Adams for reviewed financials; Outsourced IT, payroll, HR functions, health insurance, general insurance, legal counsel; Managed manufacturing relations in China, before new VP Operations; Created manufacturing & fulfillment plans• Analysis – Marketing, advertising effectiveness, sales trends

I was hired together with COO and VP Sales to transform the organization of founders/co-CEOs to a professional management team, replace personal experience with institutional knowledge, provide strategic leadership and guide company through 20% growth.• Leadership - On executive team of 5; through analysis of current methodologies and rigorous analytical approach changed perspective and focus of company• Strategy – Guided quarterly strategy meetings; used 5 year painted picture; created tactical and strategic KPIs, e.g. conceived Gross Margin per Engineering Hour as overriding KPI, resulting in higher net margin$• Reporting - Created dashboard, weekly and monthly tactical and strategic reports• Analysis - Engineering effectiveness, proposal methodology, marketing, advertising; sales, including sales cycles, funnel and stratified profitability analysis • Management - Accounting team of controller and accountant, with focus on employee growth; outsourced IT, bank relations, 401K, insurance, legal; initiated and led first audit (Moss Adams)• Systems - Improved methodologies and workflows, e.g. reduced time to create cash flow from 1 day to 30 min; improved Deltek (ERP System) reporting• Budgeting & Forecasting - Improved budget process, introduced rolling forecasts

Provided financial leadership for 4 studios in 4 states, each with its own P&L.• Leadership - On executive team of 4 studios, reporting to corporate management; indirectly to PE board• Strategy – General guidance, created yearly plan, ongoing strategic alignment evaluation and tracking• Analysis - Monetization management for freemium games – data visualization, modeling, simulations, project profitability, ROI, cost effectiveness• Budgeting & Forecasting - Annual per studio, projects, business development• Management - Supported decentralized corporate accounting; IT Manager, Finance Manager, Studio Coordinators/Accountants• Reporting - Support for studio heads, executives and department heads on financial health, business development, production practices, new projects, special initiatives, markets• Systems - MicroStrategy (OLAP Business Intelligence platform), SalesForce, NPD data; used to improve resource planning, implemented operational controls

Hired by Dutch VC company as consultant for their 4 US based investments (college, recording studio, advertising agency, drug developer), then focused on providing financial guidance to Ex'pression, became interim CFO * Leadership – As interim CFO on executive team and BOD; then supported new CFO and board* Strategy - Focused on growth and profitability; expansion of course programs and locations; accreditation* Budgeting & Forecasting - Created and led budget process, provided on-going forecasts for company and departments* Reporting - Created dashboard, department specific reports, board package; one page, drill down reports on financials, marketing effectiveness, enrollments, retention, placement* Analysis - Revenue, enrollments, retention, financial aid; valuation for private placement* Management - Accounting team, bursar, analyst* Systems – Transitioned chart of accounts structure in Great Plains to accommodate growth and better reporting, implemented TM1 for forecasting and scenarios

Electronic Bill Presentment and Payment Software Developer; public company; $20m Sales; 100 employees• Created budget model and system; managed budgeting and planning process and adherence to budget. • Performed broad range of analyses and projects, including profitability studies of product lines, metrics and progress reports for monitoring large-scale installation projects, product pricing, commission models, competitor information tracking• Created TM1 models.TM1 is an OLAP tool, similar to Essbase, now Cognos TM1, which allows the creation of complex, multi-dimensional Excel models• Wrote Proxy filing and parts of 10K, 10Q and 14D9 filings• Developed financial valuation and detailed financial analysis for divestiture of a major product line and for merger of company• Managed analyst and facilities employees

E-commerce solution provider for biotechnology companies; increased from 60 to 170 employees during my tenure; Start-up (established 1998), initially very successful IPO• Conceived complex financial model used for roadshow and during the IPO process• Created and managed detailed budgeting system and budget controls involving 15 departments; performed variance analysis, initiated mid-month review sessions with executive managers• Supported conversion to Oracle accounting system• Executed ad-hoc financial analyses, including establishing relevant metrics for progress tracking, margin analysis, analysis of shipping and handling

Software Publisher; public company; $40m Sales; 200 employees; offices in 7 countries• Created a comprehensive financial information system for worldwide operations• Managed budgeting and planning process across international offices• Performed various ad-hoc financial analyses, including acquisitions of products and companies

Distributor of forklifts; $25m sales; 70 employees, subsidiary of UK and subsequently German company• Financially reorganized company, taking it from a candidate for bankruptcy to a profitable organization• Created a multi-dimensional financial information model in Excel and TM1 • Acquired and installed a new AS/400, set up ISDN connection with our German sister and parent companies, and carried out a conversion from AS/400 terminals to PCs• Managed finance and IT staff of five