Gordon Nettleton Email & Phone Number

Dallas, Tx, Us

Plano, Tx, Us

Delivers world-class CFO services to small and medium size entities. Focuses on strategic clarity, financial goals, operational measurement and execution. Provides a robust financial framework to help companies focus capital, intellectual resources, and talent to catalyze growth. Streamlines finance and risk management for entities who require access to the most sought after talent in a cost-effective manner.

Director of ImplementationCompleted integration of Sage Intaact® and Service Titan® API below budget ($100K) and on time.Built user interfaces, workflows and desk manuals for back office and financial personnel.Completed best practices templates of post acquisitions companies to accelerate future acquisitions regarding system integrationsFractional/Interim Controller for a Start-Up Block-chain Enterprise Company 2018-2019Completed 2016-2017 past accounting transactions for both holding Company and subsidiary. Prior to beginning, no accounting had been completedImplemented, installed and trained SAP Concur ® travel software company wide to all employees, including policy and procedures for travel and expense for both companiesImplemented & installed ADP Workforce Now ® payroll for domestic and international employees and contractorsProject Lead for fully integrated implementation of Sage Intaact® ERP system.2019 BudgetBi-Monthly Payroll ProcessingOngoing development of accounting policies and proceduresDevelopment of Internal controls Championed financial turnaround effort of $3.5 million EBITDA sub-prime auto lending company, revalued from $6.5 million to $11 million (69%) Led due diligence of accounting process and financial records leading to restatement of $2.5 million of notes receivable and reclassification of $750K of inventory Performed a thorough treasury management review through which daily cash reconciliations were implemented, resulting in reduced line of credit draws from $850K to $100K, per quarter• Engineered massive divestiture of underperforming assets from a $300 million revenue-generating client Reworked three years of single-company filings to create two independent sets of financials and tax statements with a carve-out of $375 million (47%) in assets and $75 million (25%) in revenues

Dallas, Tx, Us

• Established, monitored, and enforced adherence to gross margins through economy of scale sourcing and production employee utilization to increase business EBITDA • Instituted level-loaded manufacturing and sales-driven production scheduling, reducing inventory • Restructured sales regions and salesperson headcount distribution to strategically align with revenue goal

• Acted as initial CFO in start-up phase, responsible for securing $4.5 million line of credit for early operations• Vetted, selected, and acquired third party manufacturer for vertical integration Financially and operationally evaluated four companies in five months through audits and validation of manufacturing controls and pricing models Designed $2.4 million acquisition buyout package including incentives for target company executive Negotiated just-in-time contracts with existing suppliers, saving $540K (38%) in annual raw material costs

• Directed $45 million investment budget and pioneered business development initiatives Increased net funds employed from $150 million to $300 million (100%) in six months by establishing due diligence prioritization of potential acquisition targets Drove effort to generate $185 million sales pipeline through an enhanced marketing effort including trade show sponsorship, focused canvassing, and speaking engagements• Oversaw daily cash management and structured financial relationships Delivered $400 million third party financing six months ahead of the nine month timeline to secure initial acquisition and investor backing Reduced interest expense burden by $8 million (40%) by implementing accounting policy to balance mitigating credit line exposure with funding debt-free operating accounts

Managed company-wide $50 million budget for all divisions and government programs• Tasked by CFO to improve timeliness, accuracy and overall benefit to global organization (US, Iraq, South Korea, and Central America) with archaic financial reporting process and change-resistant, long-term staff : - Developed new system with service priorities focusing on specific reporting and analytics with proper emphasis applied to overall financial reports and modeling - Implemented training material for accounting and finance team; assisted operations making it easier to access basic information - Enabled more timely and informative feedback for global decisions- Raised level of accountability across organization on Finance’s needs to report properly- Reduced close 72% from 18 to 5 days

Paris, Île-De-France, Fr

Performed monthly and quarterly financial reporting for senior management and equity shareholders. Managed $200 million company-wide budget, including coordination of field templates, and reporting to parent company all budgeted income statement, balance sheet, and cash flow statements for next fiscal year • Asked to assume non-traditional role of CFO in vacuum created in executive leadership team during an exceptionally critical time. Exponentially exceed expectations with overwhelming time constraints impressing executive leadership. Received award as “employee of the quarter”• Encountered overwhelming dilemma of large integration with significant systems, financial and staffing challenges. Negotiated first ever consensus from executive leadership to get a working “bottom line” with no changes to the annual budget submitted. This was a reversal in philosophy of 15 year-old European holding company• Inherited cumbersome financial analysis process that delayed timely analytics reporting to corporate headquarters in Paris, France - Improved timeliness, accuracy and overall benefit to the organization - Designed and implemented variance report that relied on senior team to be more accountable to monthly/quarterly variance reporting data analytics - Gathered pertinent information at higher frequencies from field operations during the month, expediting process at month and quarter end - Decreased financial close from two weeks to three business days

Reported to MCI WorldCOM project manager for property accountingSupervised physical reconciliations and due diligence for restatement team with high-level analysis for Chapter 11 bankruptcy emergence, all related to the $11 billion accounting scandal. As a result of the post due diligence, MCI was purchased by Verizon Communications• Functioned as core member of leased and owned buildings reconciliation team that researched and analyzed existence of all property owned and operated by MCI (using SAP)• Completed corporate jet reconciliation for MCI restatement and was active member of physical inventory of telecom equipment

Directed all facets of fixed assets department to support corporate finance and emergence team with high level analysis for bankruptcy emergence • Served as core member of SAP implementation team for fixed assets; Headed fresh start team for emergence from bankruptcy • Evaluated and changed policy and procedures regarding company’s fixed assets

Bs, Accounting

Education record