 Finalized the FY 2022 and FY 2023 Audits  Finalized the FY 2022 and FY2023 Uniform Financial Reports for Massachusetts  In January 2023 prepared the Statement of Activities that had not been prepared for the first six months or in the previous year.  During the FY 2023 Audit I discover that the organization had 16 leases that were not properly accounted for with the new FASB guidelines and prepared new lease schedules. In December 2023 I noticed that approximately $960K of computer purchases were expensed instead of being capitalized and $318K of leasehold improvements were not properly recorded. I corrected the errors. Uncovered many discrepancies in Accounts Payable. Prepared and designed the format for the FY 2024 Operating Plan for Department Directors/Managers. Prepared and designed the budget variance management reports for Directors/Managers FY 2024  Ensured all grants (Federal, State and Private) were properly accounted for to ensure maximum revenue recognize. Strength internal controls for grant and revenues expenditures. Wrote the procurement policies and procedures in accordance with Federal and State guidelines.

Chief Financial Officer – Senior Consultant, Robert Half Management Resources One Sky Community Services Portsmouth New Hampshire – August 2019 – November 2020 Responsible for the daily operations and supervised accounts payable, accounts receivable, payroll, and grants administration. Report fiscal status to the Senior Management Team, Finance Committee, and Board of Directors.  Since the organization was under a Corrective Action Plan (CAP) from the Bureau of Developmental Services (BDS) and lost $1.1 million in the previous fiscal year (June 30, 2019) my main responsibilities were to assist in identifying the causes of the deficit and instituted internal control procedures that were identified in the CAP. During my investigation I discovered that the majority of the losses were contributed to missing attendance sheets and other documentation, however, the services were delivered and paid for to our clients. Since the organization did not have the proper documentation in a timely manner, we did not bill Medicaid and became unbillable. The root cause for the unbillable services is that there were no internal controls and the missing documentation was not followed up on.  Also, I prepared many documents as required by the CAP. In the Spring of 2020, we also hired a new CEO and as of April, I became the permanent CFO for One Sky Community Services. My first undertaking was to identify new accounting software, since the previous software was out dated. The new general package is called Acumatica. We did the conversion within five months. I also prepared the current operating plan for FY 2021 using the new chart of accounts and department listing. From April – June 2020 the agency was able to generate net surplus $795,000 turning the company around by nearly $1.9 million from the previous year. From July 2020 – November the organization over had a net surplus of over $500,000. So, in summary as the CFO the company generated $1.3 million.

 Supervise the Accounts Payable, Payroll and General Ledger Departments Review and approve all transactions including journal entries and all invoices.  Account analysis and reconciliations.  Took a leadership role in implementing a new Accounts Payable System, the project was behind schedule with no direction for the future.

Supervision of the Billing Department and ensure prompt claims processing and cash collections. Responsible for and evaluates the performance of the Billing Department. Coordinates departmental operations and ensures smooth interaction with other departments within the health center.

Prepare center-wide operating, contract, and grant budgets. Recommend cost improvement and identify missed opportunities for revenue by analyzing monthly financial statements. Provide technical assistance to managers in preparation for their operating budgets and recommended correct ion action plans if needed. Provide financial data for state grant and federal grants. Essential accomplishments: Developed FY 2017 and FY 2018 operating budgets and presented them to the CEO and COO. Prepared FY 2018 operating budgets for a significant federal grant. Identify inefficiencies and redundancies in the account process. Suggested improvements in reporting, data collection, and process improvements within the accounting department.

Responsible for all fiscal activities, general accounting, payroll, accounts payable, and billing for all state contracts, Medicaid, and commercial insurance. Responsible for $1.5 million IT enhancement, created the IT department and Steering committee. Achievements  Promoted to Director of IT, responsible for a complete overhaul of IT systems, communications, networking, and other new applications, project value $1.5 million.  Established the IT Department and Steering Committee. Implemented a cost reduction program for consumables (food, cleaning supplies, offices supplies…) with estimated savings $25,000 to $30,000. Began the implementation of an electronic medical record, with the goal of creating and ERP Expanded the Chart of Accounts to identify each payroll position (and FTE) for better budgeting, cost control and accountability. Restructured the monthly financial reporting package for the Board of Directors, and Senior Management, implementing a user friendly format that includes benchmarking, forecasting, and prior year comparison. Implemented a paperless payroll system for 850 employees. Corrected discrepancies from the prior audits. Implemented Positive Pay to reduce the chance of fraud at our financial institutes

OVERVIEW Prepared FY 2013 operating plan for three divisions. Grant Accounting Coordinated FY 2012 financial audit. Designed and implemented management reports for the operating divisions for the start of the new fiscal year. Coordinated a financial site review with state funding agencies and provided the documentation for their workers compensation audit.  Coordinated financial and other matter’s for merger with the International Institute of RI.

Senior VP & Chief Financial Officer Responsible for all fiscal activity, treasury operations, year-end audit, insurance coverage, and IT support. Supervised the preparation of the annual plans and prepared corrective action plans as needed. Prepared the agency budget ($30 million in revenues) and assisted the Vice President’s in developing and monitoring their respective divisions. Worked directly with the CEO, Board of Directors, divisional vice president’s, and financial intuitions developing competitive strategies and long range plans. Presented to lending institutions, the agency Finance Committee, the Board of Directors, and senior management staff. Reviewed management reports to insure that vice presidents were receiving the information that best addresses their divisional needs. Achievements Grew the company from $3 million (100 employees) to 30 million (650 employees)  24 years of net surpluses, grew net assets from $90,000 in 1998 to $5.1 million in 2011. Received special status as the first client the Audit firm audited by the third week of the new fiscal year. Established policy: for every $1.00 of funding the agency received $.08 went to Administration fee, $.91 for direct service and $.01for the bank. Established the company’ Deferred Compensation plan for key employees.  Designed, coordinated, and managed the move of the corporate office.  Purchased and financed 14 group homes. Constructed two 16,000 square foot facilities for employment, training, and a day habilitation which doubled capacity, total value of the projects $6 million which was finance by tax exempt bonds.  Restructured the company’s long term debt of $7 million using tax exempt bond financing lowering the rate from 6.1% to 3.57%. In-depth knowledge of Microsoft Office, Microsoft Dynamics, FRX report writer and Crystal report writer, and Sage/MIP Accounting software