Added ownership of Information Technology to accounting duties and hired a direct report to perform day to day functions of IT.Led project that transitioned staff off of local server file storage to SharePoint and Office 365, saving the company thousands of dollars and improving collaboration.

Oversaw all accounting functions for four different entities relating to Care Providers of Minnesota.Led budget development process for the association by meeting with department heads to determine upcoming year's projected revenue, expense, and capital needs while considering economic environment, projected membership, and other factors.Responsible for all accounts payable, receivable, month-end reconciliations, month and year end closing procedures. Worked closely with auditors on an annual basis to receive a clean report, audited financials, and accurate tax filings.Led customer service and registration efforts for largest education event which annually had over 2,000 attendees.Liaison to the board of directors for the Strategic Budget & Finance Committee. This committee was comprised of key leaders from the board of directors and was responsible for all finance-related recommendations and practices for the association.Prepared, reviewed, and presented to the CEO and Board of Directors monthly financial statements for all four Care Providers of Minnesota entities.

The role of general manager at Superior Moulding includes the following duties: human resources, inventory control, analysis of financials, observation and improvement of processes, developing goals for staff, dissemination of information, issue resolution with customers, contract negotiations with vendors, accounting/bookkeeping with Quickbooks software, expense controls, marketing plans, IT infrastructure, and leading team meetings.· Brought benefits administration and payroll processing in-house to gain more control of information and reduce expenses.· Process improvements made throughout the company by soliciting input, earning trust, and gaining commitment of staff.

Promoted from Inventory control coordinator to operations manager after first three months of employment in July of 2000. Operations responsibilities included P& L management, hiring and coaching of cash, warehouse, and loss prevention staff, building maintenance, negotiation of vendor contracts, semi-annual inventory planning and conducting, organizing and presenting morning meeting topics with all staff, and handling of escalated customer issues.· Ensured successful operation of a staff of 45 throughout the cash, warehouse, and loss prevention departments· Turned escalated customer issues into opportunities for relationship growth· Determined yearly store budget for payroll, routine, and non-routine expenses· Documented and published standard operating procedures on store's intranet site

Responsibilities included: P& L management, hiring and coaching of cash, warehouse, and loss prevention staff, building maintenance, negotiation of vendor contracts, semi-annual inventory planning and conducting, organizing and presenting morning meeting topics with all staff, and handling of escalated customer issues.• Ensured successful operation of a staff of 45 in cash, warehouse, and loss prevention departments• Turned escalated customer issues into opportunities for relationship growth• Determined yearly store budget for payroll, routine, and non-routine expenses• Documented and published standard operating procedures on store’s intranet site for reference