As Corporate Controller and Treasurer at Hunter Engineering, I led a team responsible for the accounting and finance function of the company, which included financial accounting and reporting, accounts payable, processing commissions and sales-based compensation, tax reporting and compliance, cost accounting, operational reporting and cash management.

As Senior Vice President – Controller at W.P. Carey Inc., I was responsible for oversight of the accounting of the investment management segment and corporate functions of the company. This included such tasks as accounting for revenue and expenses under the company’s advisory agreements with other managed REIT’s, stock compensation, payroll, G&A expenses and intercompany cost allocations. I also had operational oversight of our payroll, accounts payable and G&A budgeting teams and processes, while also partnering closely with other departments such as treasury, corporate finance, legal and HR on operational and accounting matters.My position also offered me the opportunity to be a business process owner for the investment management segment of the company during the implementation of our new ERP system, which included designing the general ledger account structure, determining the system reporting requirements and identifying process improvements based on the new system functionality.

As Associate Director at CION Investments, I reviewed the quarterly consolidation, financial statements, and SEC reports (Forms 10-K and 10-Q) for funds with AUM in excess of $400 million and coordinated with external auditors on quarterly reviews, annual audits, and other ad hoc projects. I helped to lead the team through the accounting evaluation of all new equipment transactions and worked closely with three other managers/directors to supervise and coordinate the efforts of the company’s accounting team.While at CION Investments, I was offered the opportunity to help launch the company’s new product offering: a Business Development Company Fund (“BDC”). This allowed me to design and buildout the BDC’s accounting infrastructure, which included the fund’s chart of accounts, consolidation workpapers, quarterly close process, A/P and cash disbursement process, accrual process, RIC and BDC compliance testing, process flowcharts and financial statement templates; as well as creating the semi-monthly financial close process to determine the NAV per share for the sale of shares.

As a manager at Ernst & Young, I helped lead the planning and execution of engagements for public and private clients, which included the audit of financial statements, internal controls and employee benefit plans, as well as other agreed upon procedures. I supervised and coordinated the efforts of up to 15 senior and staff accountants across multiple engagements, which involved personnel scheduling, allocating engagement responsibilities, reviewing work the team performed and providing formal performance reviews. In addition, I reviewed client financial statements and related disclosures for compliance with GAAP and SEC guidelines and worked with client executives to improve accounting policies and procedures to help implement best practices in their processes.