Provide strategic financial leadership to companies including construction management, medical devices, financial services, private equity, and not-for-profit . Drive business growth and profitability by partnering with client’s senior management to identify business issues impacting financial performance. Recommend strategies to improve strategic decision making related to cash flow, compensation, debt/capital structuring, KPIs, market expansion, product introduction, pricing and expense management. While serving as a CFO made contributions to: • Simplify financial and administrative processes for a fast growing non-profit, saving 30 hours/month, while raising service levels for affiliates • Design and implement scalable accounting operations for fast growing financial services company • Implement Intacct accounting system for client, finished under budget. Created business infrastructure processes to support rapid growth

Chief Financial Officer for leading electronics recycler and seller of refurbished computers. Reported to CEO with responsibility for Accounting, Human Resources, IT, Procurement, and Legislative Relations. Upgraded poorly performing accounting system to better support a fast growing and complex firm with six plants. Improved usefulness and timeliness of financial statements. Strong business advisor and partner with CEO. • Used Change Management methodology to improve business processes and controls • Reduced time to complete monthly closing from 10 days to 5 days • Developed information systems to provide sales and operations oriented KPIs, decreasing overtime by 42% • Implemented sales and operations incentives to increase profits by $120,000 annually • Led efforts to change company culture to be fact based with single data source for making business decisions • Provided tools and training to sales and transportation logistics teams to focus on profitability rather than revenue, increasing profits by $380,000 annually.

Consultant for such firms as Tatum CFO, SALO, Baker Tilly Staffing, and a Chicago-based bank• Developed financial evaluations, annual budget, and working capital forecasts for manufacturer• Implemented 93% of the 25+ recommendations for global energy company’s procure-to-pay processes• Produced 21% additional proceeds during Q1 after Go-Live by implementing economic models and approaches to maximize cash flow from sales of bank’s foreclosed properties• Implemented SAP enhancement for global nutrition company; project completed on time

Reported to CEO. Responsible for all financial functions for firm listed on the Australian Stock Exchange including IFRS accounting, international transfer pricing and licensing, global cash management, business process improvement, budgeting, valuations, and software pricing. • Led finance and accounting team with members based in the UK, Germany, US, and Australia to improve financial reporting, and reduce errors • Implemented global software licensing agreement and stock ownership transfers to minimize taxes • Designed and implemented intercompany charging system which enabled 4 day earlier monthly accounting closing

Milestone Award, 2009Led an 11-person team accountable for the design and build of a shared service business center that processed financial transactions (e.g. purchase-to-pay, order-to-cash). Developed standardized financial processes to gain economies of scale and resulted in cost savings of 9% within the first 12 months of implementation. Created strategic plans and economic evaluations that resulted in a single center scenario. • Reduced costs by $7.1MM within the first year by streamlining financial activities within the new service center• Realigned and right-sized existing staff; hired new staff at adjusted market salaries to capture operational cost savings• Centralized of 25+ finance and procurement positions from 3 cities into Chicago service center; reduced performance time by 7%

Process Improvement Award, 2008Promoted to direct BP’s largest A/P portfolio, accountable for processing over 2.2MM invoices annually, valued at $60B. Directed a team of 11 in the U.S. in addition to leading the relationship with an 110+member team based in India. Realized cost savings of $1.4MM ($720K annually) by improving processes and implementing staff training procedures.• Developed, and integrated, payment process improvements which contributed $22MM in working capital savings• Introduced credit card reporting system across 100% of U.S. BP divisions; uncovered five instances of internal fraud• Standardized SAP-based procurement processes across 17 BP business units; realized 5% process reduction in invoicing• Achieved $2.7MM in vendor early payment discounts by revising invoice processing and training procedures

Developed long-term strategic plans for $20B revenue business unit managing teams of 2 on a project basis to achieve financial and planning-based objectives. Developed risk mitigation strategies to minimize business process disruptions as a result of corporate reorganizations or natural disasters. Collaborated cross-functionally to deliver accurate and appropriate financial analyses. • Evaluated cash flows; determined optimal alternatives to reduce asset base resulting in $49MM working capital reduction• Developed forecasts and variances for actual and future plans on a 12 and 24-month basis for costs and variances• Created management presentations to convey current financial forecasts and variances

Directed full-scale financial consulting projects for this boutique financial consulting firm with a diverse client set ranging from start-ups such as designer Maria Pinto to global corporations with annual revenues of $100MM+. Served as the lead financial consultant and expert for clients to develop business plans, strategic financial plans and evaluations including those seeking to present plans to angel investors. • Delivered 10% greater cash flow by improving customer collections and integrating efficient processes• Achieved 11% annual cost reductions for a multi-national client by developing and implementing a global procurement system across 40+ countries• Implemented financial and operating system improvements; resulted in 27% reduction in finance charges for leading fashion designer seeking angel investor funding

Amoco Executive Committee AwardIncreased net income by $2.2MM annually through service station network acquisitions. Divested 135 service stations which delivered $18MM in profit; evaluated offers, organized location auctions and transfer of ownership.

Led 4-person team that developed strategic plans for $800MM retailing investments in Russia, Poland and Romania and negotiated formation of $200MM joint venture. Created an award winning emerging market business plan for Turkey; interviewed as a global market expert on live TV.