We are a new firm of seasoned, hands-on as well as strategic C-suite professionals, with a focused approach to engaging with clients on an interim or project basis, in long-term fractional roles, or by sourcing top candidates for permanent financial positions. Artemis advisors are knowledgeable, trustworthy partners We are already delivering unparalleled support to senior executives and Boards of Directors nationwide. We are passionate about our clients’ success, providing high-caliber, vested teams. We are committed to delivering innovative solutions that empower senior executives and boards with insightful, strategic guidance and comprehensive financial advisory services to support every stage of a company’s evolution, from startup and growth to strategic exit. Our objective is for clients to achieve their financial goals and realize their visions for success.

Promoted from Partner to Executive Partner in August of 2023. CSuite Financial Partners is a national executive services firm dedicated to providing senior financial executive talent to companies of all sizes across all industries through a variety of flexible offerings including interim, project, and non-retained search. At CSuite Financial Partners, we respond to our clients’ sense of urgency and quickly find the right person, with the right experience, who can hit the ground running. Our clients have come to trust CSuite Financial Partners for our quality, reliability, integrity, and unique blend of client service and expertise.The mission of CSuite Financial Partners is to respond immediately to client needs, provide targeted solutions, and exceptional results.As Interim CFO, I am parachuted into companies to resolve challenges CEOs are facing and don't have the technical expertise and/or bandwidth inhouse. This includes anything from putting out "fires"; supporting them on sales transactions and interacting with third parties on the company's behalf (investment bankers, quality of control auditors, m&a attorneys, potential buyers), helping them with business strategy, forecasts and scaling; building out business intelligence tools; filling in as interim CFO while they are looking for the permanent one. I enjoy building infrastructure or fixing it, particularly in fast-growth environments, and ensuring that the CEO has a competent co-pilot he or she can rely on.Note: During my tenure at Traffic Management, Inc., I continued with CSuite Financial Partners as an inactive partner. See below for some examples of assignments.

Was originally hired to lead this privately owned, fast-growth company through a sales transaction as interim CFO. Decided to stay on to lead and support incredible growth with a scalable infrastructure, going from $68M revenue and 13 branches to $201M revenue, 31 branches, a fleet of 800+ trucks and close to 1,800 employees in four years. Implemented NetSuite and later Adaptive for both budgeting and 12-month rolling forecasts. Renewed and continuously increased borrowing capacity while removing personal guarantees. Implemented a long-term incentive plan to motivate and retain talent. Negotiated and continuously reduced insurance rates and became Director on the Board of our Captive Insurance program. Successfully transitioned from reviewed to audited financial statements. Created a FP&A and risk departments. Established a culture of accountability and continuous improvement and helped create many policies and procedures, metrics, and tools to support sustainable growth and support the executive team in their functional roles. Recruited CEO to replace owner-CEO per his request. Ran executive retreats to develop business strategies and key business initiatives. Lead a team of 53, FP&A, Accounting, Billing, Credit and Collections, Risk Management and Contract Administration. Board Member at Evolution Insurance, a $1B insurance captive.

Tooling Tech, Inc. - $140M+ private equity group-owned automotive die manufacturing company - as CFO, created a cohesive team out of three separate autonomous accounting teams and Controllers (platform plus two bolt-on companies) and led them through a sales transaction, did a $60M recap involving complex waterfall calculations, led a $15M sale-leaseback transaction, implemented foreign currency hedging for Canadian dollar contracts. Majestic Industries, LLC, $30M+ automotive die manufacturing company - as interim CFO, assisted NYC private equity group with post-acquisition integration. Created a Percentage of Completion model for revenue recognition and automated month-end reporting in existing ERP system. Worked with Controller and President to establish timely month-end close and reporting procedures. Successfully completed the project by converting a 3-month lag in closing to closing by the 10th day following month end. FMH, $30M+ aerospace company - as Interim CFO, supporting the management team's negotiations to sell the company to a private equity group. Prepared financial statements for first external audit, interfaced with external auditors, investment bankers, transaction attorney, buyer's due diligence auditors, and tax team to explain quality of earnings and answer any financial questions. Prepared various analytics to support company's valuation. Internally, developed inventory control procedures.AAE, $25M aerospace company - supported CFO with getting the company ready for sale and through external audit. Prepared a complex financial model for a $26M multi-year, FAR compliant quote for a Lockheed proposal.

Strategic support: created a five-year forecasting model to quantify strategic plan (presented to the Board of Trustees); developed and implemented ROI models to analyze potential investments in campuses and new programs to facilitate board decisions.Infrastructure for fast-paced growth: streamlined chart of accounts to facilitate implementation of Hyperion Budget software and subsequent operational analysis; developed an investment approval process; re-engineered campus bushiness office processes; developed accounting policies, evaluated feasibility of changing from semester to quarter system, and flat to tiered tuition.Responsible for budgets, forecasting and monthly financial analysis. Engaged campus management teams and implemented regular P&L actual-to-budget reviews with them.Led the financial aspects of gaining approval for two new graduate programs from accreditors; in the process of obtaining approval for two more.Developed financial pro formas submitted for state approval for a new campus in Florida; Miami campus opened in April of 2014.

Drove operational improvements across 25 colleges nationwide. Delivered monthly Ops Review presentations, including monthly forecasts and performance analysis, to executive team. Interfaced with executive leadership including CEO, COO, CFO and policy makers on key initiatives, business performance and operational issues. Successfully implemented a number of new initiatives, leading to nomination for 2011 Parthenon, the company’s award for outstanding performance.• Led division-wide bad debt reduction strategy; decreased bad debt 26% resulting in savings over $3M.• Drove a heretofore neglected Cohort Default Rate reduction process; reduced default rate by 31%, averted federal regulatory sanctions, and served as a model for competitors within the industry.• Championed the reorganization of a 60-person Call Center in Phoenix; increased financial aid packaging rate for students from 21% to 81% which led to stronger student enrollment percentages and overall improved division revenue.• Worked with operational leadership as well as corporate support staff to design and implement financial and operational analysis tools that improved the focus on mission-critical activities. Wages were reduced by 12% with no loss in productivity or increase in turnover.• Re-engineered division budgeting and forecasting, educated operational leadership in the new processes; delivered more accurate forecasts and more efficient divisional operations.

• Reorganized the Site Acquisition and Permitting process in the Network Engineering Department with VP of Network. Increased speed to market on cell site delivery 18% and met launch date.• Led design and implementation of indirect sales channel development with VP of Sales and Marketing as part of a last-minute reorganization and effort to meet publicized launch date and sale goals.• Developed strategy and launch plan with VP of Finance (inventory process, billing system implementation, retail store build-out project plan, job descriptions, hiring).

• Drove a major system conversion and reorganized the accounting dept. for a pharmaceutical wholesaler.• Successfully customized and implemented an inventory control/job costing system for high-tech defense supplier, contributing to a very lucrative sale of the company.• Wrote business plan including pro forma financial statements for startups.• Assisted with year-end, pre-audit preparation involving data loss recovery for GE Capital.• Taught Accounting for Managers at Otterbein College and California State University Bakersfield.

Managed customer billings, revenue analysis, billing costs and bad debt analysis, collections controls and procedures, and became the functional CFO for operations.• As the Finance representative on a cross-functional new product development team, released several new products, and devised a business plan for the transition to a new digital system.• Designed and implemented new product development process encompassing financial projections and reviews, roll-out, product management, post-implementation performance analysis and reporting.

Led financial reporting, analysis and control over the equipment retail business, operations support for equipment and technical service sales, cash and receivables management, annual planning, quarterly forecasting and monthly actual-to-budget analysis, PC/LAN systems analysis and systems additions, and proper staffing.• Increased productivity while decreasing headcount 11%.

• Led a task force to reorganize and streamline functions, resulting in a 25% decrease in headcount and significant overtime reductions.• Led the construction-in-process (CIP) reduction task force and helped reduce the CIP balance from $32MM to $24MM, improving turnover 42%.• Developed comprehensive purchasing policies and procedures.

• Designed and implemented process improvements resulting in a 64% reduction in overtime.

Prepared and reviewed SEC reports, Forms 10K, 10-Q, S-3, S-8 and press releases.