Effectively prepared financial statements, budgetary preparation and oversight, and operations management and presented reports to executives and directors.* Efficiently re-designed financial statements resultant in a streamlined, clearer picture presentation.* Developed and successfully implemented departmentalized accounting system.* Effectually updated and verified the donor data base and multi-year pledges.* Initiated an effective monthly closing process which ensured proper recognition of deferred revenues, prepaid expenses, and grant revenue recognition.* Successfully assisted with a 3000 sq. ft. administrative suite expansion move and fixed asset installation for a seamless two day move with minimal interruption of services.

Responsibilities included but not limited to: accounting and financial statement preparation, cash flow analysis and budget variance oversight; financial presentation for all three legal entities under its umbrella, on an individual and consolidated basis reporting to three separate Boards encompassing 120 Directors and 3 separate finance committees; job costing and departmental accounting and analysis; fiduciary responsibility for government funding contracts/private grants/and 13 separate donor restricted funds; budgetary preparation, presentation and adherence policies; communication with Department Heads regarding financial oversight, program and budgetary development and policy and procedure adherence; special project analysis and feasibility studies; Human Resources functions including staffing assessment, training, hiring recommendations, and disciplinary actions; facilities management; legal contract review and negotiation; Insurance Risk Management analysis and negotiation; capital asset procurement, maintenance and control; internal policy and procedures design and communication to ensure fulfillment of contract obligations; internal auditing analysis/assessment and policy development, implementation and adherence; communication and schedule preparation for independent outside auditors-received highest audit opinion-no recommendations-no adjustments each year I was there. 2012 - Promoted to CFO/COO 2010 – Promoted to Full Time CFO 2009-Initially hired as part time Contractor to perform full Accounting and O Assessment of Organization’s Internal Control Procedures, Accounting Policies/Procedures, Accounting Staffing Assessment. This period, financially, was a critical time for The Chamber; so I was also charged with cost cutting and operating efficiency assessments along with proposing solutions based on my assessment and evaluation; and implementing and monitoring that proposed course of action.

As a proactive problem solver, when my daughter showed desire to become a professional ballet dancer; our only option for training was to send her to a nationally recognized boarding school. Unwilling to follow that road, I decided to bring the training to Naples. Over the next 7 years, I implemented a pre-professional program, hired professional instructors to follow the training program and produced our first dancers in Naples to receive professional ballet company contracts straight from a Naples based school – avoiding the necessity to send them to a national boarding school. I was responsible for the development of the program, selection of instructors, marketing activities, financial oversight and reporting, along with all day to day operations. The August 2015 issue of Pointe Magazine will feature my daughter and how she “made it” into a prominent, nationally recognized ballet company coming from a local, home town studio.

I left my prior employ to start my own practice in order to gain some flexibility in my work schedule to help better serve my young family’s needs. I opened my doors on September 1, 2001. I developed a very successful accounting, business advisory, write-up, and tax preparation practice. My practice grew quickly during a difficult economy and time of uncertainty and fear, through my excellent attention to detail and ability to meet deadlines. My clients all felt as though they were my most important priority and, in fact, they were. As a result I had a 93% client retention rate. Approximately 80% of my practice was built from a strong client referral system, the balance from other marketing and networking initiatives. I sold my practice in 2005 to an out of state firm wanting to penetrate this market.

Hired as a staff accountant, I was immediately assigned to straddle the tax and audit departments. I initially joined the audit department as a junior staff accountant and was promoted to Auditor in Charge while maintaining my position in the tax department. By the time I resigned, I was Senior Auditor in Charge and served many of our firm’s largest audits and still had a strong presence in the tax department as a Senior Tax Preparer. I trained and supervised staff in both tax and audit departments, reviewed tax returns prepared by junior accountants for accuracy and completeness and was in charge of developing audit plans, supervising junior auditors assigned to the audit, determining necessary testing and testing methods to effectively complete the audit according to generally accepted accounting principles.

Duties included all administrative functions, fundraising activities and bookkeeping functions up to and including producing monthly financial statements.

Not intimidated by new challenges, in the mid to late 80’s as MLS Manager at the Halifax/Dartmouth Real Estate Board in Nova Scotia; our Board agreed to a major undertaking to “computerize” the MLS system. This, of course was before, personal computers; we were still using typewriters and manual accounting in ledger books. I had two weeks training with the hardware company from Ontario – I hired the data entry team – did all the staff training/supervision and oversight – ran small and large group training seminars for 250 independent brokers and over 1000 real estate agents to instruct them on data input sheets and teach them how to access the records on line through the mainframe with “dial up” “dumb terminal” access. Not a single person involved had ever sat at a computer before – this was completely foreign to everyone involved and quite revolutionary at the time. Within a few months we had the First Computerized MLS in the Maritime Provinces of Canada. I was solely responsible for the entire project from beginning to end. I have never been afraid of not having direct experience in anything – I just dig in and make it happen.