K.C. Jones Email & Phone Number

Warren, Michigan, US

Interim CFO/COO recruited to improve operational and financial efficiencies by the establishment of core metrics that optimize team performance and maximize capital position. Responsible for new business development, full P&L accountability, and execution of strategic consulting services.

• Lee Steel Holdings LLC and Berg Steel Holdings LLC are wholly owned subsidiaries of a private equity firm relocating their corporate office to Oak Brook, IL August 2018. Key member of executive team responsible for.
• Collaborated in the creation of a dashboard report to streamline reporting accuracy. Month to month company performance needed to be streamlined and improved. Worked collectively with the MIS ERP system technicians to.
• Implemented a forecasting process that reduced general and administration expenses by over $1M. Corporate management requested improved tracking of business performance through forecasting which included actual to.

• Instrumental member of executive team responsible for leadership and management of financial operations in Wyoming, MI, Gibraltar, MI, and Royal Oak, MI. Responsible for accounting and human resource teams, credit.
• Built the inventory value up to $29M over a year to support the forecasted sales growth of $32M. Projected the new business growth of $32M over a period of one year. Current inventory values were at $10M. Negotiated.
• Reduced month end close time by 50% to provide accurate internal consolidated financial statements by the 10th of each month. To facilitate timely and educated business decisions, month-end close financials needed.

• Executive team leader for management of financial operations in Connecticut, Michigan, and California offices. Corporate officer with signing authority. Extensive out of state travel.
• Consolidation & transition of four company systems into one ERP solution saving $150K per year. Researched, designed, and selected an industry specific ERP system capable of consolidating the four company location.
• Revamped Credit Policy reducing DSO by 7 days. The various credit departments at the four locations needed to be synced to improve DSO and cash flow. Analyzed credit policies, accounts receivable aging reports and.

• Charged with managing the audits, reviews, and compilations of several large, privately-owned businesses primarily in the construction and metals industries. Responsible for overseeing a book of business and the.
• Increased billable hours and revenue growth by $100K - $150K annually within three years. Accounting staff members were challenged to generate new business to increase the firm’s client base. Networked with various.
• Facilitated yearly in-house live seminars for required continuing professional education credits. Swad & Company was looking for a low-cost alternative to provide its CPA employees with required continued professional.
• Increased billable hours setting a firm record in the month of October. Swad & Company wanted to increase billable hours. During the summer of 2003, the early stages of Sarbanes Oxley regulations were implemented..