Responsible for supervising the Corporate Accounting group at NetVersant Inc. (“Inc.”), consisting of two (2) managers and two (2) accountants. Subsequent to the creation of NetVersant LLC (“LLC”), this expanded to include the payroll, accounts payable, accounts receivable, and accounting departments; six (6) staff people in total. In 2008 Inc. entered into Ch 11 and Ch 7 in 2009. LLC was created through a 363 Asset Purchase by the major credit holder.While at Inc, I was responsible for the consolidated monthly financial statements, reviewing and assisting in the implementation of new accounting policies, drafting of the consolidated financial statements, coordinating the external audits and reviews, and overseeing all of the subsidiaries’ monthly financial reporting. With the Chapter 11, I became responsible for many of the supporting schedules for the initial petitions, the Statements of Financial Activity, and the Monthly Operating Reports.With the switch over to LLC, my responsibilities expanded to include oversight of the payroll and accounts payable departments, cash management and treasury functions, coordination with our third party tax preparers, additional corporate reporting and analysis, and the yearly budget. Through 2012 and part of 2013, I was also the division controller for our new line of business, staffing, in addition to my role as Corporate Controller. I was responsible for all of the month end journal entries, reconciliations, and reporting. In addition, I was responsible for overseeing their payroll and accounts payable functions. When LLC was formed, I was required to apply purchase accounting to the assets and debt acquired via the initial purchase. For which, I designed a valuation method used to determine the fair market value of the debt assumed. Also I designed the methodology to test for future Goodwill Impairment.

Responsible for supervising the Corporate Accounting groups first at Landry’s then at Joes’s. As part of the spinoff of Joe’s Crab Shack from Landry’s, I was transferred in November 2006.While at Landry’s, I was responsible for the consolidated monthly financial statements, reviewing and assisting in the implementation of new accounting policies, drafting notes for the external financial statements, and coordinating the external audits and reviews. These audits and reviews included the Yearend audit and quarterly reviews, the 401(k) audit, and a handful of smaller revenue/liquor compliance audits. With respect to the financial statements, I was responsible for reviewing and merging the monthly results for the Golden Nugget into Landry’s accounting system, as the Golden Nugget operated on a different platform. In addition, I assisted in the implementation and conversion of the accounting system from Clarus to Oracle. After moving to Joe’s, my responsibilities changed to include the drafting of the consolidated financial statements, the external reporting package for our investors and bankers, covenant calculations, investor relations, coordinating all external accounting and special projects, review and implementation of new accounting policies, corporate and operations budgeting, the accounting portion of the board of director meeting presentations, and special projects as they occurred. As Joe’s was a new company, I was responsible for the design of the external reporting package, the audited financial statements, the policies and procedures for the Corporate Accounting department, and assisted in determining several of the Company’s accounting policies. In addition, I coordinated the financial portion of the information required for the sale lease back transaction related to our twenty nine (29) owned locations, creation of the opening balance sheet, and coordinated due diligence reviews related to our debt.

Responsible for supervising the corporate accounting group consisting of three (3) senior accountants, one (1) staff accountant and one (1) intern. The Corporate Accounting group is responsible for the complete accounting functions for one (1) inventory procurement and logistics company, one (1) leasing company, one (1) captive insurance company, and eight (8) holding companies of varying size and complexity, all corporate wide accounts (i.e. litigation reserve), equity roll forwards, maintenance of the ESPP and Stock Option Plans, and drafting 10Q and 10K footnotes. These entities translated into eleven (11) sets of financial statements and related fluctuation analysis and approximately one hundred ninety (190) reconciliations; all of which I reviewed and signed off on a monthly basis. With respect to the inventory procurement company, I implemented process design and control improvements, which included documented quarterly physical inventory counts, redesign of the bonus plan commiserate with the division’s actual results, designed both shrinkage and an excess/obsolete inventory reserve, and addressed revenue recognition issues in order to be compliant with SAB 101.For the leasing company, I was required to restate the entire 2004 financial activity, as I determined that this entity was not in compliance with FAS 13. In addition, I redesigned and implement new processes, policies, and the related controls for the revenue cycle (associated with lesser accounting) and the purchasing cycle (associated with lessee accounting). Further, I was the business owner for the implementation of the Oracle accounting system.

Responsible for auditing two (2) multi-billion-dollar companies simultaneously, while successfully managing and coaching a staff of nine (9) people. Interfaced with thirty (30) other PWC offices and clients’ executive management, in order to attain audit deadlines. Performed high level analytical review of client accounts and assisted in the implementation of FAS 133, 142, and 143, FIN 45 and 46, and EITF 01-14 and 99-19. Assisted in creating budget and fee schedules to maximize company earnings/profits per project.Industries auditedRetail / PharmaceuticalsEnergy / Natural Gas TransportationFreight Broker & ForwarderMutual FundsManufacturing - DetergentsFiber Optic CablingEnvironmental RemediationNon-Profit

Successfully led a $4.5 million manufacturing company and a seven (7) person staff to attain one (1) million gallons of oil per year in production volume. Sales and cash flow forecasting – Met 100% of sales forecasts, realizing a 5% growth in sales volume each year. Increased sales with no additional staff and no additional overhead.Business development – Successfully introduced three (3) new product lines over a two (2) year period of time. Managed relationships with six (6) brokers and over one hundred (100) customers. Sought out and tapped new sources of oil from international markets.Compliance management – Ensured that products and business trade procedures complied with FDA and Department of Agriculture requirements for quality assurance and facility management.Marketing strategies – Worked within budgets to diversify marketing strategies by introducing print advertising and trade show exhibitions. Coordinated logistical arrangements. Acquisition negotiations – Negotiated the sale of the company, which resulted in a net profit for the seller.