I am a results oriented, self-driven, hands-on, financial professional. Over the past 15 years I have held Controller and CFO positions within finance departments of mid-market, growth-oriented media and software development (SaaS) companies along with service organizations in the New York City metro area. My focus has been on creating value by analyzing and improving processes, policies, and internal controls, while maintaining or improving the reliability and credibility of financial data within the guidelines of US GAAP and IFRS.On the management side, I have led and developed successful finance teams by providing hands-on guidance, utilizing my extensive technical and industry experience, patience, and listening skills; and have successfully created efficiency in each department enabling each team to become a more integral strategic business partner with other operating teams within the organization. My career began in public accounting where I worked my way to Senior Audit Manager for E&Y’s New Jersey practice. I obtained exposure to the publishing, technology, and manufacturing industries. Additionally, I’ve served as a Senior Internal Audit Manager for Panasonic North America focusing on process mapping, internal controls and SOX compliance.A few career highlights...Refinanced and restructured an$18.0 million term debt obligation, utilizing multiple sources of capital funding which provided an additional $1.5 million in immediate liquidity.Attained 15% G&A cost savings by automating various financial processes including disbursements, T & E submission and related payments, commission calculations, and personnel data submission for payroll processing.Spearheaded the coordination of corporate IT and outside consultants in the implementation of various ERP’s, accounting systems, and employee portals including resulting in reduced implementation fees of $50K - $100K per implementation while providing more robust accounting and reporting functions.Transitioned a print media business model into an online media business model by restructuring operating departments, redefining job positions, and developing a new financial reporting structure; along with creating policies and procedures to accommodate the transition.