Hired to family-owned investment firm as turnaround agent to clarify investment thesis, expand portfolio, establish financial and operational controls, and catalyze operational turnarounds. Led series of acquisitions, divestitures, and profit alignment for businesses, including CPG manufacturers, sports nutrition, residential construction, commercial and industrial real estate, and fulfillment center.• Systematically rebalanced $200M portfolio with as many as 8 holdings at $3M to $100M, achieving major operational, marketing, and financial gains. • Devised strategic plan for purchase of liquid supplement manufacturer (at $3M) to then merge with lower-margin holding to increase utilization and efficiencies of the two businesses.o Executed exit strategy at 10X valuation ($35M).• Identified new use case for residential construction holding with flat-lined sales and no competitive differentiator.o Re-pitched new proof of concept to client at 10% price increase, landing a $10M contract, which then enabled sale of previously unsellable company at 20% profit.• Turned around historic brand operating at 0 profit by spearheading a total rebrand to capture premium market niche.o Overcame customer blowback to double price and achieve 42% margin.o Relaunched product line in 3,200 doors, with 4X revenue growth and 37% boost to margin (from 40% to 55%)

At the invitation of the CEO, to whom I had consulted on business strategy in the past, I was formally invited to join the external advisory board in April 2017. In this capacity, I recommended and contributed to strategies to the company and its board of directors.

Recruited to executive leadership team of private equity-backed natural supplement company with 35+ employees and $56M annual revenue. Change agent tasked with leading comprehensive financial strategy. Delivered financial leadership encompassing financial reporting, predictive financial models, and M&A strategy. Interfaced with banks, vendors, auditors, and customers.• Nurtured relationships with PE partners by designing KPI dashboard monitoring cash, margin, and inventory to create CEO-level transparency on liquidity and working capital levels.• Spearheaded capital raises, reporting structures, and contribution margins leading to strong financial results that enabled company sale to J&J for $300M:o Achieved gross sales CAGR of 80%.o Boosted gross margin from 47% to 61%.o Raised $20M capital.o Established $17M credit facility.• United diverse and multinational group, aligning vision to attain average of 84% YOY top line growth. • Revitalized employee engagement and attracted new talent by earning unanimous Board approval for upgraded benefits package.• Improved gross margins +5 points to 71% on $45M brand, directly resulting from 30% decrease in materials cost negotiated with supplier. • Exchanged $800K in distressed inventory for $4M media buy credit in contract usable in credit allotments of 20% per media buy over the following 5 years.• Retained 100% of customer accounts during renegotiation from 90-day to 30-day payment terms.

Earned promotion to manage FP&A strategy for $350M public company, multi-site manufacturer of nutritional supplements with 350+ employees and $350M annual revenue. Led FP&A analyses on acquisitions and divestitures of brands, facilities, and divisions. Led ERP implementation. Managed team of 7 and oversaw $100M operating budget.• Established financial and operational controls that grew company 3X (from $100M to $300M) and enabled exit at $1.3B.• Reduced inventory by half (from $40M to $20M), optimizing cash levels and aligning demand plan with financial forecast to improve cash flow and ability to service debt load during economic downturn.• Cut outstanding debt $20M+.• Implemented reliable and predictive financial model for complete business, producing timely sales, margins, earnings, EBITDA, and other relevant financial information.

I was promoted to vice president to plan, organize, and direct financial activities for 6 manufacturing facilities and lead a team of ~8. As vice president, I created and managed a $60M operating/capital budget plus developed forecasts and strategic planning models.Notably, I reduced our month-end close from 14 to 2 days by implementing an integrated ERP system. Also, we spearheaded implementation of standard costing system for 6 facilities, which improved performance measurement and forecasts.

I was recruited to the role of director of cost accounting to establish the company's first cost accounting group. We developed and analyzed product costs, sales, and margins. At the same time, I developed and administered a $30M operating/capital budget. In this role, I trained and managed the plant controller, cost manager, production control clerks, and document control clerk.

As the cost accounting manager, I trained and managed the accounts payable, payroll, and cost accounting team. During this time, I implemented our ERP plus online purchasing and accounts payable functions within MAPICS, improving purchasing variance forecasting and simplifying our payables process.