Hired on as CFO of Fore Machine, and after 8 weeks was transitioned to CFO of both Fore Machine and Aero Components. I oversaw the bankruptcy process of Fore Machine, liquidating all assets and closing down the business, while restructuring Aero Components to a successful bankruptcy exit.Manufacturing and Sales of aviation / aerospace parts and componentsDLA, Government contractsPrivate Equity OwnedResponsible for Finance, HR and IT Systems/ERPChapter 11 RestructuringKPI's, Dashboards, Metrics, board decks, borrowing base, treasury, compliance, process improvement, long term strategic growth, capacity assessment.PE and bank reporting.

Manufacturer, installer & software developer of commercial and industrial multisite facilities / energy management systems. Serves commercial and industrial clients including small-to-large box retailers, quick-service restaurants, convenience stores, casual dining restaurants, and theater companies nationally through SAAS (software as a service)Managed Finance, HR, Supply Chain, IT, & Legal. Team of 11.Brought on to improve private equity and management reporting and cadence, develop KPI's, profit improvement, general growth strategy and executive accountability.Responsibilities included: P&L and balance sheet management, forecasting, budgeting, strategic planning, treasury, cash projections, capital management, ERP management, board decks, MD&A's, covenant audits, 3rd party audits, commission structure analysis, internal controls, contract negotiations, margin analysis, benefits analysis and negotiations, P&C analysis, and sales forecasts.• Created cross functional reporting packet and led monthly Management meetings to share business unit performance and address risks and opportunities.• Improved DSO by generating more visibility to aging by customer and sales rep.• Navigated bank workout and improved cash management through better forecasting. • Sourced new healthcare broker reversing a 7% cost increase to 0% while maintaining same benefits.• Created tiered commission structure to promote new business growth.• Improved reporting transparency across entire organization at all levels for joint accountability and problem solving. • Successfully navigated COVID pandemic by being aware of relief programs and applying where applicable.

Family owned, multisite, manufacturer and international distributor, importer and exporter of construction products. Turn around CFO brought on to clean up financials, improve reporting, provide executive leadership, regain trust with the board, improve margins, increase inventory turns, and improve operational efficiencies. Managed Finance, HR, Inside Sales, Supply Chain, Production Planning, Inventory Planning, IT, and Legal. Team of 25.Responsibilities included: same as CFO role with additional responsibilities for: supply chain management, WIP, bills of material, logistics, freight analysis, 3PL selection, new product evaluation, product testing, federal safety compliance, vendor selection, vendor negotiations, vendor compliance, scrap management, quality control, production planning, best practices for order entry and customer fulfillment, and lead times.• Improved fill rate from 90%-98%, improving inventory turns, reducing freight costs and improving customer satisfaction.• Improved quality and cadence of supply chain reports and accountability through metric and KPI transparency across all units. • Improved inventory levels and production labor as well as reduced cash requirements by modelling raw materials and finished goods requirements. • Launched 5th distribution center.• Implemented and integrated Salesforce ERP.• Built an autonomous Finance team that is seen as the performance standard for the organization.• Successfully navigated COVID pandemic during nationwide shutdown by staying on top of all available assistance programs.

Managed Finance, HR, Inventory Planning, IT, and Legal. Team of 5.Responsibilities included: P&L and balance sheet management, multisite consolidation, forecasting, budgeting, strategic planning, treasury, capital management, ERP management, board decks and presentations, MD&A's, banking communications, covenant audits, 3rd party audits, CPA audits, sales tax audits, 10K reviews, compensation planning, commission structure analysis, internal controls, contract negotiations, vendor analysis, margin analysis, benefits analysis and negotiations, P&C analysis, inventory planning, sales forecasts and payroll.• Converted business from cash accounting to GAAP / accrual accounting.• Created reporting and instituted monthly Management meetings to share company performance and department metrics to promote open dialog and cross functional accountability.• Improved DSO 50% by implementing new credit sales policy.• Navigated bank workout and improved cash management through better forecasting. • Reduced health insurance costs by 6% in an increasing market.• Lead Sales Force implementation, full ERP system upgrade and payroll software change.• Analyzed need and executed addition of 5th distribution center for customer coverage.• Created culture of professionalism by setting the “tone at the top” by being consistent, transparent and open communication.• Analysis and conversion of sales structure. • Built trust with board and bank by creating reports focused on high level strategic KPI’s beyond financials across all departments, such as inventory accuracy, Operational efficiencies and sales by region and rep.• Built an autonomous Finance team that is seen as the performance standard for the organization.

Conceptualized and launched real time system reports out of PeopleSoft to provide earnings per share (EPS) guidance to Wall Street more quickly and accurately at month end.Modeled DC capacity over several years to determine timing of moving from seasonal storage facility to investing capital in privately owned distribution centers.Managed $75MM capital budget and ROI across IT, Stores, and Distribution Centers while coming in on plan. Created P&L and KPI’s to track profitability of DC’s, staffing requirements and marketing initiatives of online sales versus store sales to determine highest ROI across channels. Launched reporting for Pier 1 To-Go, an initiative to allow customers to order online and pick up in Store in any of its 1,000 locations.

Assisted with RFP process for E-Commerce platform, order management system, and marketing software.Designed and launched reporting for Pier 1 To Go, an order online and pick up in store model to over 1,000 locations.Provided financial modelling to support call center, distribution center and merchandising with staffing requirements, and merchandise assortment to be shipped.

Private equity owned, omni channel, multisite, top 100 e-tailer, farm to table supplier of premium fruit baskets, gift towers, and other delicious food items and treats.Identified and reengaged a formerly severed Ecommerce customer worth $6M after creating analysis of key metrics and convincing business units that cannibalization of stores and catalog was immaterial. Generated a 2 pt margin improvement by creating a product performance report looking at allocation by DC, weeks of supply, margin, and markdowns to ensure most profitable online assortment.Lead multi department taskforce (30 people) to launch 3rd party fulfillment capabilities in the Wholesale channel, expanding our reach from brick and mortar to the internet with 3 of our largest customers.

Lead design and implementation of executive dashboard with pertinent metrics such as sales, UPT’s, traffic, and conversion for actionable daily reports increasing overall stores performance.15% reduction in lease obligations across the portfolio by creating a data matrix by retail concept.Increased inventory turns by 10% using projected customer traffic patterns to maximize promotional activities.

Team lead for strategic acquisitions of Wolferman’s and Cushman’s, and sale of struggling business Jackson and Perkins. Negotiated a point lower on EBITDA multiplier for purchases and increased EBITDA multiple from 6 to 7.5 sale through modeling of fixed costs and mix assumptions on product sales.Hand-picked design team for first Corporate Scorecard/Dashboard to allow Sr. Management to review in real time catalog and ecommerce profitability to determine marketing requirements.Conceptualized and created first strategic planning showing various kpi’s to clearly demonstrate where sales growth was coming from; i.e. pricing vs. volume and its effect on earnings.Reduced overall sku count by 20%, resulting in improved product allocation, reduced distribution cost, lower customer service calls and improved gross profit rate and dollars.

A leading mail order rose and outdoor hard goods company famous for its Veterans, and Princess of Whales rose.Responsible for media buys, new customer acquisition programs, circulation analysis, sales promotions, increasing average order size, forecasting orders by channel, inventory management, and distribution. Accomplishments include but not limited to:Growing Corporate Sales Division from $0 to $400K in 8 months through aggressive management of merchants and sales staff.Growing outbound telemarketing program by 28% to $4.5 million in 12 months despite a 4% decline in overall business by changing calling patterns, better offer management, and better name selection. Launched a $300K outbound telemarketing program for Harry and David in under 2 weeks.Creating incremental sales of $300K by coordinating efforts of new non-catalog sales opportunities such as QVC (direct TV sales).