CORPORATE PROFILE: A Technology Company providing enterprise solutions to Motor Vehicle Agencies with 210 employees. RESPONSIBILITY PROFILE: As CFO of Intellectual Technology, I reported to the CEO with a $45M OPEX, $5M CAPEX, $65M Revenue Goal and 15 employees with 4 direct. I managed all financial accounting and reporting, banking relationships, contracts, tax, legal, insurance, HR and facilities management functions, and strategic decision-making with PE Owners (Arlington Capital LLC) and Board Members.ACHIEVED IN THIS ROLETEAM LEADERSHIP• I inherited a department devoid of an operating budget. No strategy was in place for cash management or growth, which resulted in lack of profit. The first 90 days, I created a 3-year plan with metrics, presented to the ELT, and over the next 3 months, worked with the management team in execution and development. This enhanced resource allocation and identified multiple cost reduction opportunities for long-term growth planning. Strategic planning became the rule vs. an exception.PROFIT OPTIMIZATION / EBITDA IMPROVEMENT• Profitability and errors in the P&L complicated reporting. I determined to institute accurate reporting, so I identified the root cause of the errors and over 90 days, led development of an in-house software solution with standardized business processes, and instituted resource reallocation metrics. These efforts drove higher margins, expedited transaction revenue, and increased EBITDA 50%, contributing to valuation by providing crucial metrics for investors. BUDGETING & FORECASTING• Lack of financial leadership prevented departmental budgeting SOP. I collaborated with functional leaders to agree on a budget. Once implemented, it provided insight into revenue, costs and operational gaps, which nearly eliminated cost overruns. These budget strategies were replicated enterprise-wide, leveraged during bank negotiations, and improved analysis of the impact of variances in 3 and 5-year planning.

FINANCIAL REPORTING / COST CONTROLS• Financial reporting did not provide key metrics such as cost, analysis of variances, and trends. In the first 60 days, I developed and integrated a pilot reporting platform to highlight variable and base cost, variance from budget (and prior year), and key metrics. Then, I gathered leadership feedback and implemented changes as needed. This generated a 50% EBITDA improvement and heightened visibility into allocation of resources, improved banking relationships, and resulted in credit line increases at lower rates.REVENUE / PROFIT OPTIMIZATION• Identified an opportunity to achieve revenue and profit on credit card processing fees. I selected a reasonable margin and collaborated with operations to implement, working in tandem with sales to revise customer contracts. This provided a secondary revenue stream that increased overall profits up to 75% on a service already being provided without a margin. Credit card processing became an essential product offering and provided a much higher valuation for the company, contributing to its sale.BANK NEGOTIATIONS• The company identified a potential acquisition but required additional funding and credit for seamless integration. My team researched, identified, and selected a Lender, presented the acquisition, and negotiated terms. This provided funding for the acquisition and secured funds for CAPEX and Working Capital. This financed growth for the following two years, lowered debt amortization payments, removed all but one debt covenant, and was the first company acquisition with outside financial assistance.

LEADERSHIP / ACQUISITION INTEGRATION• After closing their first majority investment through a PE firm, the PE firm’s Board and Owner recruited me to coach and mentor the management team. I collaborated with the CEO and COO to establish a strategic plan and roadmap, and navigated leadership complications to work with the PE owner to position the company for acquisition. This reduced politics and restored a trusting relationship between the CEO and COO, which improved operations. The strategic plan was the major catalyst for the eventual sale of the company.MERGERS & ACQUISITIONS / DUE DILIGENCE• Upon identification of a Canadian target with a US subsidiary, the Board and CEO tasked me to perform accounting due diligence and reveal any significant issues before acquisition. Investigation revealed gaps in transfer pricing. Over the next 60 days, I partnered with external accountants and attorneys to mitigate these gaps and ongoing exposures. I restructured the transaction to minimize future tax impacts, and negotiated terms for less cash needed up front to complete the transaction. This has become SOP for all future cross-border transactions.BENEFITS SELECTION AND ADMINISTRATION• I was commissioned by the CEO to reduce medical insurance costs after the announcement of a 33% increase. Together with my team, conceived and persuaded the ELT to change brokers, identified and selected a competitor, and partnered with them to integrate a self-insured plan with the same level of benefits. These efforts lowered costs by 33% the first year while limiting exposure. This result enhanced recruiting and retention.

ACCOUNTING & TAX STRATEGY• Historically, ITI did not take advantage of the R&D Activity credit. I realized an opportunity to secure the credit for the first time, alongside additional refunds, by amending past tax returns. The next 90 days, along with my team, developed a detailed process to collect proper costs and documentation, then partnered with outside tax consultants to ensure proper calculation of the credit. These efforts delivered a $750K refund for amended returns, further credits of ~$1.5M, and securing R&D Tax credits became an SOP enterprise-wide.REVENUE CYCLE TIME REDUCTION• I determined to bring accurate forecasting to the organization to improve strategic planning. To initiate a turnaround, over 60 days, I sourced and identified Salesforce as a solution, and integrated an initial instance throughout the organization. This allowed for tracking and forecasting ability for status and stage of opportunities, which enabled management to identify gaps in the sales process, and meet strategic targets. Salesforce provided crucial data that aided in ITI’s eventual sale.

CORPORATE PROFILE: A Start-Up, Energy Technology Company with 150 employees. RESPONSIBILITY PROFILE: Reporting to the CFO, as VP of Finance, I had a $30M OPEX, $5M CAPEX, $10M Revenue Goal and 3 direct employees. I was responsible for all accounting and reporting, tax and insurance functions.ACHIEVED IN THIS ROLETEAM RECRUITING & MENTORING• The Company moved from WA to UT in the transition from an R&D to a Manufacturing company. The CEO called upon me to seamlessly transition Accounting and Reporting without operational disruption. I hired new Accounting staff, ensured all operational records and systems would be transitioned within 60 days, then successfully instituted steps to reduce monthly closes from 90 to 60 days. This expedited reporting and higher-performing Accounting team partnered with operations to lower product costs by 75%.

CORPORATE PROFILE: A $20M global document management and configuration management software company with 50 employees. RESPONSIBILITY PROFILE: With Enterprise Informatics, I reported to the CEO with a $15M OPEX, $2M CAPEX, $20M Revenue Goal and 7 employees with 3 direct. My duties included managing all financial, accounting, reporting, tax, legal, contract, purchasing, HR and administrative functions of the company and its UK subsidiary, in addition to working closely with PE owners and Board members.

CORPORATE PROFILE: A $35M NASDAQ NMS manufacturer of hardware and software for document management systems with 110 employees. RESPONSIBILITY PROFILE: Reporting to the CEO, in this role I was responsible for financial accounting with customers such as the US Army & Air Force, AT&T, Bell South, Caterpillar and General Electric.

CORPORATE PROFILE: An international public accounting firm with over 276,000 employees worldwide. RESPONSIBILITY PROFILE: While I was with PWC, I was in charge of client audits in the software, manufacturing and government contracting industry along with guidance and preparation for IPOs.