$140 million manufacturer of custom-made outerwear and athleisure garments for global brands.

The $150 million company supplies major fast food chains, distributors of restaurant supplies, and retailers in the U.S. market with disposable plastic and paper food serviceware. Took the Company public on Nasdaq and raised over $20 million with an IPO in Nov. 2015. * Dual role of CFO and head of US operations.* Presented Company's value proposition, strategic plan, and financial position to investors, financial institutions, government officials, customers, and the media through road shows, investor conferences, press releases, interviews and customer visits.* Expanded business in U.S. market by developing business relationship with key customers.* Facilitated communications between U.S. operations and management in China to harmonize cultural differences and improve mutual understanding.* Started up Company's first U.S. manufacturing facility in Pennsylvania.* Researched, analyzed, evaluated, negotiated, and coordinated the start up of a new manufacturing plant in Monterrey, Mexico in 2019 to alleviate the impact of increased tariffs on Chinese imports.

U.S. based CFO for $30 million Chinese company listed on OTCQB. Responsible for SEC reporting, investor relations, capital-raising, GAAP conversion, annual audits, and corporate finance. Developed export business for animal nutrition products from China to North and South Americas and Africa. Sourced agricultural products from Latin America for import to China. Successfully obtained SEC approval of S-1 registration in a U.S. capital market somewhat hostile towards Chinese companies in 2011 and 2012. Negotiated an extension of a $7.5 million loan for two years without interest and a waiver of $460,000 penalty, saving the company over $1.5 million. Supported CEO in evaluating potential business partnerships, contract negotiations, and interfaced with financial institutions.

Senior executive reported directly to President on developing strategies to turn around sales and profit, while overseeing accounting and payroll.  Conducted a value stream mapping that resulted in a streamlined pricing process to improving average RFQ response time 57% from 7.5 days to 3.2 days. Prepared comprehensive product line proposals and sales presentations to key accounts. Restructured the chart of accounts to improve financial reporting and facilitate analysis. Developed ERP data mining tools to analyze sales trends, product costing, and profitability.  Implemented the company's first ever financial budget, weekly sales forecast, and perpetual inventory system.

 Achieved 45% sales growth in 2010 by redesigning compensation structure to motivate sales team, and championing company-wide bonus plan focused on reaching growth targets. Increased cash flow through a 16% Improvement in credit and collections effectiveness within 10 months by focusing on customer satisfaction and motivating staff to reach targets. Provided weekly dashboards, operation KPIs, and monthly business / financial reviews to drive decision making. Established standard operating procedures (SOPs) to improve operation efficiency and internal control. Mitigated risk of business interruption by developing disaster recovery / business continuity plan. Supported VP of Sales & Marketing in development and execution of quarterly sales cycle program and new product launches. Expanded customer base by implementing a telemarketing program and a Europe fax blast initiative. Developed a business plan and built a separate sales team to grow the fashion & jewelry product segment after a thorough sales analysis by territory. Explored, solicited, and evaluated potential acquisitions.  Developed the company’s first ever rolling six-month sales forecast.

Relocated to New Jersey to integrate Essilor's finance and marketing functions at newly acquired subsidiary, Nassau Vision Group. Generated $13 million incremental profits by launching industry's first customer loyalty program, increased premium lens sales by 32%. Improved order processing efficiency and reduced operating cost through creating and promoting online ordering website "Nassau247" by intensive e-marketing campaign, converting 26% of all orders to online orders in eight months. Reversed a 20% decline in premium lens sales to a 21% growth within six months. Increased wholesale channel sales 69% through doubling product portfolio, by launching eight new products in one year. Integrated and localized Essilor marketing strategy and programs at new division for the wholesale and retail channels. Integrated accounting functions with corporate shared services to improve transaction processing efficiency. Led Oracle ERP system conversion and implemented Oracle based data warehouse tool to improve management reporting accuracy and FP&A productivity. Managed all finance and marketing functions with staff of 18.

 Grew premium lens sales by 36% at participating retail eyecare practitioners, in a flat market, by launching a high tech, electronic eyewear dispensing system. Generated $5.6 million incremental revenues through introducting premium sunwear lens products and computer eyewear, trained sales force and customers on new technology. Enhanced company image by building a state-of-the-art optical boutique at corporate headquarters to showcase Essilor products and technology, to train employees, and to test marketing concepts.

 Assumed full p&l and operations responsibility of $6.2 million contact lens division with eight production facilities and 67 employees, and accelerated profits growth from 8% to 29% in one year. Raised eyewear frames profit margin from 27% to 35% by strengthening vendor relations and negotiating lower costs. Achieved 10% market penetration in one year with industry’s first premium lens and frames package program for children.

Built and managed a team of five business analysts and four cost accountants to support sales, marketing, and operations. Shortened financial close cycle 60% in one year by automating costing and inventory reporting systems. Saved 300 work hours per month by streamlining disbursement process on material procurement.

 Reduced inventory 24% and inventory discrepancy from 15% to less than 2% within one year by developing and implementing physical and cycle counting SOPs.

 Won a $50 million annual supply contract from largest competitor, Owens Corning, and convinced them not to increase capacity; through intense negotiations, financial modeling, and ROI projection. Saved over 40 work hours per month by creating an automatic freight vouchering and disbursement system. Shortened travel expense reimbursement from two weeks to two days by designing an electronic reporting and payment system. Reduced production unit cost 10% by introducing monthly cost review program for managers. Managed accounting and IT functions with a team of nine direct reports.

 Projected the economics, including cashflow and capital requirements of major expansion projects resulting in construction of two $45 million plants, doubled company revenue. Increased premium sales mix 40% with $3 million profit impact by recommending new product introduction strategy focused on product mix elevation. Saved $1 million state income tax in first three years by designing corporate structure for new California plant.

Consolidated company financial statements while handling corporate accounting functions. Implemented company-wide accounting system conversion.