We focus effort on an area that is critical & underserved. Some consider payroll unglamorous, but it is the largest cost of service organizations, and that is what is left in the US. Importantly, payroll systems deteriorate over time because of the changes strapped on them to better manage, meet audit, reporting & regulatory requirements.These changes result in higher risk, headcount, poor audits & service requests from payroll data users like 401K programs. Moreover, companies may have to reject new versions of payroll facing systems & forgo updates & the tools they promise. Then the strain of old systems becomes unbearable, calling for workarounds, headcount & consideration of converting to a new provider. This is unnecessary. Why spend time, cost & effort in a conversion risking integration & delaying needed management tools?We can restore any payroll system, increase functionality, reduce cost, headcount and automate audit routines improving audit results. We can do this at the least possible cost, disruption and use of personnel. What could be better? Let us perform a quick check-up of your system. We will give you a report card, and there is no charge if your system gets an "A". What's your system's grade?

All Financial aspects of The overlook and all its managed companies.

Turnaround specialist improving processes, reducing cost and increasing cash flow. Reduced the financial loss 63% in less than a year and improved cash collections by nearly 30%. Leveraged vendor purchasing by consolidating vendors and saving over 38%. Built a new budget system to drive profitability into the depths of the organization. Convinced the Board to make a critical investment in the technology infrastructure and built a disciplined helpdesk to stabilize systems and increase processor speed. Improved the team dynamics and streamlined processes to free up capacity and eliminate need to hire adds to staff.

Responsible for all aspects of finance and accounting, metrics, technology, purchasing and managing subcontractors at an operation with $300 million in assets.

Managed a staff of 20 and all aspects of a half billion dollar technology organization including monthly closings, budgeting, forecasting as well as annual planning and periodic reporting. Led a six sigma review to reduce waste and improve the closing process.

Prepared and consolidated the corporate financial statements for internal management and SEC reporting, including domestic operations and foreign subsidiaries. Led sarbanes oxley program related to internal control compliance efforts in the company.

Responsible for all aspects of financial management of the technology, loan servicing and back office operations of a large regional bank, including outsourced contracts and vendor management and technology purchasing. Managed the closing process, all budgets, forecasts, variance results and related chargebacks.

Responsible for all aspects of the management of a public distribution company, including strategic and financial planning, M&A, SEC reporting, budgets, forecasting, close process, banking, lawyer and auditor interface, A/R and AP groups.