Providing acquisition due diligence consulting for private investments for various industries (e.g. oil & gas, banking, aircraft parts, real estate, whole distribution, etc.) and executive consulting services to community, regional, African Development Bank and de novo banks (new/startup banks). The services include: strategic planning (development of business plans, pro formas, etc.), financial planning and analysis, ALCO, investor relations, reverse merger shells, investment management, review and analysis of employee benefit plans, funding analyses, enhancement of financial reporting (management, Board and shareholders), acquisitions (target identification, documentation, negotiations and due diligence), peer group analyses, market feasibility studies, restructuring organizations, regulatory filings (i.e. change of control, de novo applications, BHC applications, etc.), regulatory reporting/compliance/relations, capital funding (financial modeling and strategies, offering memorandums, investor presentations, providing structure to the process), planning and implementation for operations, staffing models, recruiting, negotiating insurance policies, vendor negotiations, I/T planning and implementation (RFPs, contract negotiation, system implementation), policies and procedures, corporate governance.

Overall strategic planning, funding, implementation and administration of a startup financial intermediary providing commercial loans to non-opt working interest owners in the Bakken Basin. In addition, BDC acquires farm out and working interests.

Working with two investor groups to acquire undervalued non-operating working and royalty interests in the Bakken, and distressed publicly traded securities.

Significant restructuring of processes, staffing quality, creation of more substantive and relevant services, report quality, marketing services with passion and strategic repositioning of firm's Asset Liability Management (“ALM”) Consulting Services for Financial Institutions. The consulting services include interest rate risk validations (aka ALM validations), strategic financial improvement, liquidity consulting (liquidity stress testing, CFPs, etc.), capital planning, ALM processing, policy and procedure review, corporate governance guidance, Board and ALCO reporting, ALM regulatory compliance and resolution and ALM training.

Providing executive consulting services to community, regional, African Development Bank and de novo banks (new/startup banks). The services include: strategic planning (development of business plans, pro formas, etc.), financial planning and analysis, ALCO, investor relations, reverse merger shells, investment management, review and analysis of employee benefit plans, funding analyses, enhancement of financial reporting (management, Board and shareholders), acquisitions (target identification, documentation, negotiations and due diligence), peer group analyses, market feasibility studies, restructuring organizations, regulatory filings (i.e. change of control, de novo applications, BHC applications, etc.), regulatory reporting/compliance/relations, capital funding (financial modeling and strategies, offering memorandums, investor presentations, providing structure to the process), planning and implementation for operations, staffing models, recruiting, negotiating insurance policies, vendor negotiations, I/T planning and implementation (RFPs, contract negotiation, system implementation), policies and procedures, corporate governance.

Leadership role in educating, influencing and guiding member of a Colorado farm association to start a new bank with an agricultural niche. I was the only outside director with banking experience. Responsibilities include creating the business plan, strategic planning, capital raising, pro forma projections, bank applications, investor relations, staffing model, regulatory filings/relations, bank application, implementation consulting, market feasibility study, private placement memorandum, policies and other related application activities.

Raised over $8.2MM of capital for de novo bank located in St. Paul, MN. Managed the bank application process, staffing, business development and all de novo implementation activities. CEO/President duties included managing the overall credit process, marketing, investor relations, business development, finance, operations, regulatory relations and corporate governance. Bank regulators rated this de novo bank as “above” average for its six month “de novo” review. Generated more than $8 million of loan orginations in first 6 months.

Affiliate of Uni-Select, Inc. (Toronto stock exchange), distributing automotive after market parts to wholesalers. $100 million of U.S. revenues (Roseville, MN); high growth/acquisition phase. This was a turnaround/workout opportunity. U.S headquarters was eliminated in 2001. Managed treasury, investor relations, management reporting, information systems, board reporting & minutes, credit management, capital expenditures, human resources, acquisition analyses, legal/banking/ audit relationships, business controls and procedures, inventory control/analysis, business/financial planning, forecasting, analysis and budgeting.• Employed turnaround/workout tactics to re-engineer issues that were outstanding for "many" years, including: accounting processes, financial controls, credit underwriting, accountabilities, worthless assets, hidden liabilities, large inventory discrepancies, etc.• Negotiated $15+ million credit line (B of A, Harris Bank, Royal Bank and U.S. Bank).• Collected over $3 million of severely delinquent (2+ years) unsecured receivables.• Developed sucessful financial strategies generating an 11% ROE versus breakeven (prior years’ results).

Subsidiary (initially prospective IPO) of Deluxe Corporation (NYSE), providing U.S. and offshore (India) based outsourcing solutions for information technology, software development and business processes; $100 million of revenues; early, high growth company (St. Paul, MN). This was a turnaround/workout opportunity. Company was reorganized under eFunds in 1999. Managed and coordinated the following functions (for U.S. & Indian operations): treasury, management reporting, information systems, credit management, capital expenditures, acquisition analyses, “Wall Street” presentations, legal/banking/ audit relationships, business controls and procedures, project and client profitability, business/financial planning and budgeting.• Implemented integrated G/L and project cost systems replacing manual system driven by Excel spreadsheets. New financial reporting system was linked with Delhi, India operations.• Negotiated $5+ million credit line with B of A for Delhi, India operations.• Developed financial discipline: financial controls & procedures; pricing models and benchmarks for engagement managers; financial forecasting. Revised client contracts to add clarity regarding performance benchmarks, late payment penalties and timing of payments.

A subsidiary of American Express, 50 offices nationwide, providing tax and consulting services to individuals and businesses; high growth/acquisition phase (purchasing CPA firms); $170 million of revenues (Mpls., MN). This was a turnaround/workout opportunity. Minneapolis executive positions were moved to New York.Managed treasury, management reporting, information systems, credit management, capital expenditures, field real estate, acquisition due diligence, legal/banking/ audit relationships, business controls and procedures, office & client profitability, business/financial planning, forecasting, financial analysis and budgeting.• Developed rigorous and “credible” financial due diligence process for acquisitions.• Reduced operating losses by $8 million from 1997 to 1998.• Eliminated more than $4 million of overhead cost reductions during the 1998 planning process.• Reduced technology costs by $500,000 for 1997.• Developed planning and prioritization process for the technology group (supported 50 offices).

A $3.3 billion regional bank, a wholly owned subsidiary of Firstar Corporation (NYSE). Firstar Corporation reorganized in 1996 and moved the finance leadership to Milwaukee. Firstar Corporation merged with Star Banc of Cincinnati and ultimately U. S. Bank.Managed the following areas: Treasury: asset liability management, loan/deposit pricing, borrowed funds ($550+MM) credit cards, indirect auto paper; investment portfolios: secondary SBA loans ($30MM), fixed income $450 MM, derivative portfolio $250 MM, and ARM portfolio $1 billion.Finance: financial goals/strategies, asset acquisitions, asset securitization, SEC and management reporting, forecasting and financial analysis, cost accounting, budgeting, capital expenditures.Administrative: corporate minutes and contract negotiations.• Developed financial strategies that enabled Firstar Minnesota to exceed its 1992 through 1995 budgets by 26%, 15%, 25% and 12%, respectively.• Selected as Associate Group Leader for Firstar’s re engineering program, developed $3.7MM of fee revenue enhancements.• Restructured FHLB debt, for acquired bank, reduced interest expense by $1.2 million per year. • Managed financial due diligence for the acquisition of “two" 1 billion dollar banks.• Developed succesful financial strategies that enabled Firstar Minnesota to achieve: - Net interest margins of 6.02%, 5.57% and 5.24% for 1992, 1993 and 1994, respectively. - A 46% efficiency ratio in the 3rd quarter of 1996. - A fixed income portfolio yield of 7.05% for 1996, highest of all Firstar regions. - Conservative derivative portfolio generated over $500,000 of net interest income per year. • Reduced Finance staff from 10 to 8.5 FTE's, while bank assets grew from $1 to $3.3 billion.

A financial service organization (serving affluent families and individuals) with total banking assets of $80 million (substantially private banking) and trust client assets of $750 million. Purchased by US Trust in 2002. SVP and Treasurer for the following affiliated companies:Resource Companies, Inc., Resource Capital Advisers, Inc. & Resource Ventures Company Managed the following areas: Treasury: debt and equity financings, cash management, banking relationships and asset/liability management.Accounting: budgeting, profitability analyses, capital expenditures, audit administration, income tax planning, financial and regulatory reporting.Finance: merger & acquisition negotiations/analyses, strategic planning and analysis, lease consulting, SEC filings (for IPOs, ptsps.), venture capital and negotiations/analysis.Administrative: division operating budget of $2.5 million, organizational policies and procedures, insurance, regulatory compliance (SEC, banking, DOL, IRS, etc.), contract negotiations, bank and trust operations, human resources, deferred compensation (ESOP & 401(k)), facilities, information systems and corporate minutes.Client Service: special investments (oil & gas, coal, real estate and equipment leasing), loan analysis and review, income tax and cash flow planning: corporate, partnership & fiduciary), trust and employee benefit administration.