- Upon arrival, put together a plan to cure a $17 million annual cash deficit that eventually became cash positive in July 2020. - Identified historical reporting inaccuracies resulting in the belief that the EBITDA was $9.5 million. Created pro forma financials to bridge to the actual EBITDA of $1.4 million. - Worked closely with all stakeholders to put together communications to the $75 million debt facility lender. This included plans on how the cash burn will be remediated, covenant projections, and various ways that we were improving financial and accounting operations to ensure we can provide accurate reporting and forecasting of the business. - Put together all new management reporting, allowing for an improved understanding of all key areas of the business including clinic, field, and corporate operations. I’m addition, worked with several department leaders to create new information flows to allow them to better assess their departments. - Worked closely with operations to reconfigure and create new KPIs, making sure we have consistent business logic across all 35 locations. This effort led to a monthly operational call with each key physician and clinic manager to discuss their KPIs, 4-wall EBITDA contribution, and comparative performance amongst their peers. These processes directly contributed to growing EBITDA to over $12 million in two years. - In August 2021, began working with an investment bank to sell the company. This included putting together projections for the CIP, acting as the primary lead for all diligence requests including the completion of both an internal and external QoR and QoE, reconstructing the mismanaged cap table and cash waterfall working with the Sponsor to verify all investments from 55 shareholders, responsible for the reporting of the net debt and NWC closing schedules, and worked with a third party to ensure all disclosures were made and accurate in the disclosure schedules.

- Gathered, evaluated, and organized all facets of sell-side due diligence and quality of earnings documentation with investment bankers and external auditors. - Stabilized treasury department by improving the forecasting of the cash conversion cycle. Tracked cash positions and bank reporting metrics daily and managed the 13-week cash flow forecast weekly. Helped build a relationship with a new lending partner and prepared presentations for the bank to improve comfortability with historical results, present planned results, and provide general operational updates.- Implemented new financial reporting to improve the pellucidity of the results and asset utilization. Reviewed and modified accounting and month-end practices.- Assisted executive management in developing, executing, and monitoring business plans and strategic initiatives to drive performance.

- Orchestrated the financial reporting for a public company including Form-8 and Form-10 submissions. Evaluated and maintained GAAP reporting requirements.- Consolidated approximately twenty subsidiaries, domestic and abroad. Developed financial results, operational reporting, and key performance indicators for each.- Developed and executed accounting initiatives to improve internal controls, streamline processes, and maximize efficiencies.

- Member of the M&A team that facilitated the deal origination, due diligence gathering, transaction modeling, financing, and execution of a dozen transactions.- Focused on supporting management with developing financial strategies, observing strategy execution, identifying cost reductions, and monitoring working capital.

- Analyzed multiple industries to find potential executives, industry consultants, and institutional investors and initiate the recruitment process for “Thinktank” events held in New York City, Boston, and San Francisco. - Researched and identified important published materials by industry leaders. Wrote comprehensive reports on published materials to assist in the recruitment process of the industry leaders.