CFO at ALPHA INC. a locally owned and operated construction company in Hawaii. Specializing in heavy civil construction, water well drilling, pump installation, underground utilities, excavation and grading, renewable energy. Your single source for water, power and infrastructure.

Assisting companies with the development and implementation of internal digital strategies. Focusing on business process, business systems, data, and business intelligence (analytics and reporting) aligning all systems within a company (SaaS platform, marketing automation, sales automation, ERP, and BI). Deep expertise in Netsuite and Salesforce.com implementations, optimizations, and integrations.

Responsible for developing scalable and enterprise grade business process across Urban Airship. Directive: rethink, redesign, align, and optimize business process, systems, data, and reporting/analysis/BI to support growth plans. Managed team of 2 professionals and reported to the CFO.- Led initiative to migrate from Intacct to Netsuite ERP in three months; modules implemented include advance revenue management, intracompany management/consolidation, fixed assets, and dunning; implementation project included migration of historical data and reporting- Led cross functional revenue funnel team to examine the Lead-to-Close Opportunity process; uncovered process and data inefficiencies triggering changes and optimization within marketing and sales systems and processes- Developed Lead-to-Close Opportunity reporting that enabled revenue funnel metrics and marketing/sales cohort reporting by acquisition channel; reporting database was used as central data source for sales and marketing metrics and reporting

Responsible for business process, business applications, data, and business intelligence across the organization. Managed team of 6 operation professionals and reported to the CFO.- Partnered cross functionally with products, marketing, sales, finance, support, professional services departments to drive strategic, innovative, and scalable enterprise business systems and processes- Key member of ERP evaluation team responsible for selecting Jive’s ERP; wrote requirement documentation and use cases used for vendor selection- Led and completed a Netsuite ERP optimization project consisting of 25 customizations driving efficiencies and enhancements for order management, A/R, procurement, deferred revenue and data quality- Managed business intelligence team; architected enterprise data model to enable reporting and metrics across data sources including Jive’s platform data, Salesforce.com and Netsuite- Designed executive and operational dashboards to report SaaS platform usage, sales pipeline and bookings, customer support metrics, and Customer 360

Managed team of 8 accounting professionals and entire accounting cycle for a multi entity international publicly traded corporation including accounts payable, accounts receivable, order management, payroll, software revenue recognition, sales commission, federal and state taxes, SEC reporting, and internal control. Reported to the CAO, Corporate Controller.- Managed accounting team in first year of being a publicly traded company; established team structure and organization by defining roles, responsibilities, and expectations; evolved and developed accounting and business process; mentored staff providing a growth platform for the department; participated and attended quarterly audit committee meetings- Led project to implement Sarbanes-Oxley, including business cycle identification, risk assessment and process documentation; kept Audit Committee informed of project progress

Led a team of 5 accounting and finance professionals responsible for the day-to-day accounting and finance operations, external and internal reporting, tax, audit, financial analysis, planning and forecasting, and key performance metric development and tracking. Reported to the SVP of Business Operations and CFO.- Shortened month-end close by 50% through process improvement, automation, and improved cross departmental teamwork- Designed and implemented the company’s first budgeting and forecasting process covering cash bookings, deferred revenue, operating expenses, capital expenditures, and financial statements- Directed the development and implementation of the companywide business intelligence system; expanded and improved reporting and analysis enabling data driven business decisions across departments and driving management and board confidence- Performed acquisition due diligence on target companies; successfully accounted for and integrated 3 business acquisitions; worked with legacy owners and employees to ensure smooth transition and proper integration of business processes and financial systems- Implemented a monthly executive financial summary report to track executive management on key performance indicators and financial and operational metrics- Worked with executive management and cross functionally with department managers on new product development, pricing and gross margin, cost reduction initiatives, performance metric development, capital purchase analysis, and monthly operations reviews

Responsible for accounting, reporting, and analytical support of a $600 million per year integrated tissue and towel manufacturing facility including annual budget preparation. Reported to the Mill Controller.- Supervised a team of 4 and their corresponding activities including SAP 4.6 general ledger, maintenance accounting, inventory, capital investment accounting, fixed assets, and account reconciliations- Responsible for assisting staff with issues, reviewing journal entries, and ensuring adherence to three day schedule; assisted in Sarbanes-Oxley implementation; prepared monthly forecasts and annual plan in standard costing environment- Provided analysis for mill improvement project teams targeting cost reductions; primary analyst representing mill on a corporate wide asset strategy and optimization project; prepared investment analysis for successful $23 million capital equipment purchase