Chief Financial Officer overseeing the financial activities of four companies.

Streamlined and upgraded the accounting system from 16 separate units to one combined entity by introducing inter-company accounting.Changed the month end accounting process reducing the number of days to close the month by three.Replaced a point of sale system that only transmitted information nightly to a system that transmits in real time on multiple platforms. Used the new information to create real time operational reports for field supervisors to track sales, work hours, and other control metrics.Managed the building of the first new restaurants in 15 years. Handled all aspects of the projects including design, permitting, contracting, and contractor management. Restaurants have been opened in Rockmart, GA, Canton, GA, Marietta, GA and two in Dallas GA.

Managed the building of a $140 million, 700,000 sq. ft. distribution facility. Responsibilities included working with architects, engineers, and contractors while managing contracts, design changes, change orders, permitting, accounting, and payments.Led a team that designed the warehouse layout for more than 500,000 unique SKUs across five different storage structures. The final design optimized the competing priorities of ease/speed of filling and putaway, maximizing space, future growth, and new items.Helped create the lighting layout for the warehouse that was 100% LED and controlled by thousands of motion and daylight sensors reducing electicity costs by more than $100,000 per year.Contributed to a team that designed the conveyor system that transported more than 90% of all items in the warehouse. The design automated the process of bringing items together to combine on one shipment reducing staffing by more than 20 people.Created the plan to move more than 500,000 unique SKUs valued at over $80 million from the old to new warehouse over a three month period while continuing to meet daily operating needs. The plan used a new method to move smaller items increasing the number of items that could be moved daily by more than 25% and therefore cutting weeks off of the move schedule.

Led finance operations for the Atlanta branch ($450 million revenue/600+ employees) managing a staff of 40 people with responsibility over accounting, payroll, billings, accounts payable, and accounts receivable.Changed new ways of writing accounts receivable emails to customers reducing the number contacts needed to collect outstanding balances and lowering headcount by 2 people.Revised rules for how credits were communicated to customers to improve understanding and reduce duplicate deductions.Created and managed the branch’s order forecast which all departments used to budget staffing and allocate vacation.

Managed 200 people across six operating departments, responsible for the receiving and inventory operations in an 850,000 sq. ft. warehouse.Managed the operation during construction and oversaw the consolidation of inventory and operating departments from four buildings into one larger facility. Designed a new way to operate the receiving operations during construction to operate out of only two dock doors, down from more than than 20, resulting in speeding construction at savings of more than $1 million.Expanded a packaging department that allowed the company to purchase more items in bulk and package in consumer quantities saving the company more than $250,000 annually.

Managed Supplier Payables, Transportation Payables, and Remittance Processing departments.Consolidated all transportation payables from the five branches reducing headcount by 2 people and improving payment accuracy.Led a team that integrated internal software with scanning equipment that automated the majority of payment processing, eliminating 10 part-time data entry positions and speeding deposit time.

Responsible for the inventory levels and stocking decisions for five branch warehouses.Changed the inventory add criteria in all branches to emphasize corporate transactions over branch transactions resulting in improved stocking decisions and lower non-stock transactions by more than 0.5%.Worked with branches to increase year end purchases and take advantage of supplier incentives and lower pricing realizing savings of more than $250,000.