Controller Responsible for the Reconciliation and Completion of the ERP transfer from Quickbooks to Spruce. Tasked to create and standardize accounting processes, operational procedures and costing budgets and goals. Tasked with reconciliation of all Asset and Liability accounts and associated subsidiaries. Established reconciled balances for all Asset and Liability Accounts. Established cost schedules for delivery trucks, and reduced credit card fees by $8,000 per month. Refined the monthly Financial Package for Ownership and created process flow charts for the new software

Responsible for all Invoicing and Collection Activities involving over $9 mil in Receivables and $90 mil in sales. Tasked to create Job Costing Guidelines, Procedures, and Schedules Reduced Receivables over 90 days from 34% to 11% of total receivables Established Job Costing Schedule reflecting detailed Actual to Estimated Costs based on current job completion ratios Directed legal efforts to collect $4mil in disputed services involving two Customers and negotiated appropriate settlement

Leading manufacturer of equipment for the Oil and Gas Industry with Revenue of over $90 mil servicing such companies as Pioneer, Chevron, Anadarko, OXY, & EOG. Responsible for all Accounting, Financial, Audit, and IT functions of a company which grew from $10 million to $90 million. Budgeted Cash Flow to fund growth from $10 million to $60 million with an original $3 million Credit Line. Established new banking relations and secured a new $30 million credit line to fund growth to $90 million. Established the Accounting Department and instituted Procedures to adhere to GAAP. Initiated the first company audit in 2014 and coordinated each annual audit through 2018. Transitioned ERP software from Quickbooks to SYSPRO Created Job Costing, Cash Flow, and Projected Income schedules to monitor budgeted to actual company activities. Review all customer MSA’s for Operational or Legal issues and responsible for any internal legal issues. Oversee all Income Tax Preparation for all Family-Owned Companies and All Personal Returns Saved Family $3 million in Income Taxes in 2017, and $2.5 mil on a Sales Tax Audit in 2018. Discovered and negotiated insurance losses totaling $400,000 for years 2018, 2019, 2020. Oversaw all Accounting, Financial, Legal, and Tax Issues for all family-owned companies including: A real estate holding company with 5 properties valued at $30 million. A Vessel Coating Company with $10 million in revenue. Established a new banking relation for the real estate company to purchase additional real estate totaling $10million, and for the construction of $5 million of additional facilities.

Responsible for all Financial and Accounting Functions for a $130 million Civil Construction, Pipeline, Midstream construction company servicing the Oil and Gas Industry. Responsible for all Accounting, HR, Audit, and IT functions of the company. Established an Accounting Department while company grew from $75 million to $140 million. Involved in Sales Tax Audit and negotiated settlement from $2.7 million to $85,000. Initiated first Audit by outside CPA Firm and restructured Accounting Procedures for GAAP and future audits. Transitioned ERP Software from Quickbooks to View Point software. Discovered and corrected a $1million tax liability error by prior CPA tax firm. Established new banking relationship and increased credit line to $35million and moved company to new bank. Established new leasing relationships and consolidated debt for greatest interest savings and credit flexibility

Leading manufacturer of advanced lightweight composite truck bodies, inserts, and related equipment with 5 facilities in 4 statesInterim CFO Provided financial and accounting leadership to $100 million service body and truck manufacturer. Concluded 2011 Annual Audit Review by outside CPA firm. Contested successfully Workman Compensation Classifications at all facilities involving three states, resulting in a $ 350,000 reduction per year in Workman Compensation and a $1 million refund for prior years. Interviewed and Hired and Trained new CFO. Senior Management Install Division Manager with responsibility for over 2,500 annual factory installations in three states with revenue totaling $12.Mil. Established the Install Division from Concept to Completion. Increased Install Production by 500% while reducing Costs and Increasing Quality. Consolidate all Factory Installs from five facilities into three facilities. Consolidate all Install Purchasing under one authority. Established Managers at each facility with Accountability and Responsibility. Established Operational Procedures and Policies. Created Scheduling Reports and Purchase Tracking Reports. Established Time Standards by Function performed for Comparison to Actual.BFX FIRETRUCK, Keller, TX Revenue $11 milManufacturer of Wetland Firetrucks for Government Agencies in all states. Instituted Centralized and Timely Purchasing, Production and Delivery Scheduling, and Job Costing Negotiated with Vendors for improved Material Pricing and Delivery Reorganized Process Flow, Outlined and Assigned Job Duties and Descriptions and Instituted Production Planning Increased Production by 400% while reducing costs by 25% resulting in a profit for the first time in company history.

Manufacturer of custom playing cards. Fourth largest in US.President / OwnerAccountable for manufacturing, capital equipment justification, process improvements, costing, scheduling, pricing, distribution, P & L, finance, and HR for this 4th largest in the United States Custom Manufacturer of Playing Cards. Redesigned workflow and process, added improved equipment, reduced workforce by 15%, and material cost by 10% saving more than $500,000 annually. Achieved production increase of 25%, improved delivery time, and reduced defects from 10% to 1%.Presented the company to a Buyer, Negotiated Sale, and Supervised production of closing documents.

Hand assembly and kiting operation servicing 85% of all Mary Kay Cosmetic US and Foreign needs and encompassing a 100,000 sq ft Facility and 120 employees.President / Owner Held responsibility for P & L and Operations for this fulfillment company consisting of 120 nonunion employees and 6 managers. Lead the strategic planning process, formulated the corporate vision and strategic direction, initiated growth strategies and provided strategic guidance on operations. Founded the Company and developed all Procedures, Operational Processes, and Forms necessary for the successful operations of the company. Developed an employee compensation plan based on individual efforts that eliminated overtime, retained employees, and provided a more accurate assessment of direct labor costs. Established Banking Relationships to allow growth capital and equipment acquisition. Devised marketing strategy that resulted in an increase of 625% in Sales from 1997 to 2005. Played a key role in operations to increase production 50% above industry average. Located new facility, negotiated lease, re-structured building and coordinated move of company into new 110,000 building while reducing the facility cost per square foot from $4.25 annually to $2.75 annually.Presented the company to a Buyer, Negotiated Sale and worked with legal team to produce closing.

Largest independent Custom Skincare Manufacture in USA. Its formulated and patented line of Skincare Products was sold in over 2,000 Spas in the United States and 12 Foreign Countries. Responsible for 10 Managers, 3 Outside and 8 Inside Sales Staff, and 200 nonunion employees and 5 production lines. Devised the sales and operational strategies and approved all major financial management and new product development initiatives. Developed and executed a strategic manufacturing revitalization initiative which changed the company’s fortunes from a negative $4.5 mil EBITDA in 2000 to a $1.5 mil annual positive cash flow in 2001. Replaced inefficient expatriate managers and sales staff with results-oriented operational and sales personnel dedicated to the new company vision and plan. Eliminated non-essential staff and marginal performers (10% of the total work force), increasing the bottom-line profit by 18%. Revamped the business model and sold-off two non-profitable product lines that were not aligned with the company’s core and improving earnings by $1 mil annually. Launched a marketing plan which reduced the cost of the sales staff by $600,000 per year with no reduction in sales. Reduced total Workman’s Compensation claims from $450,000 in 2000 to $20,000 in 2002. Identified a buyer and negotiated the sale of the lowest margin product line resulting in a 10 times ROI. Located new 100,000 sq ft facility, negotiated lease, and oversaw the move and construction. Improved overall productivity by 15%, reduced product failure by 35% and created the lowest-cost manufacturing position within the industry by utilizing production goals and selective automation. Transitioned the company from MAS 90 to Macola Accounting Software. Negotiated the sale of the company to a Venture Capital Firm, worked with Legal and Accounting on due diligence and closing schedules.