Larry D. Lemaster, Cpa Email & Phone Number

Chicago, Illinois, Us

Charlotte, Nc, Us

Larry is a leader in operations and strategic growth in the architecture and engineering industries. He creates strategic growth and operation plans for the firm and all offices to help grow and strengthen the LandDesign brand.As someone who has always moved freely between the worlds of business and art, Larry is passionate about standing beside artistic designers to help them build a studio, an office or a worldwide practice. His role at LandDesign helps strike a balance between our free-thinking process and organization and structure.

Boston, Massachusetts, Us

e4h is the leading 100% health care design firm in the world

Dallas, Texas, Us

Dallas, Texas, Us

Leading global architectural firm with 26 offices and 1,000+ employees. Client base across diverse sectors (Arts & Entertainment, Aviation, Education, Government, Healthcare, Hospitality, Science & Technology, Sports) in 1,500+ cities in 84 countries.Financial advisor and strategic partner, spearheading initiatives to cut costs – paperless technology, web applications, smartphone applications, process alert systems. Expanded domestic and international operations through M&A establishing multi-company and multi-currency protocols, currency hedging, and international tax strategies. Grew headcount 850 to 1150. Directed 21 staff in 2009 to 32 staff in 2014. Key Clients – Minnesota Vikings, Los Angeles Rams, Royal Children’s - Perth, North Staffordshire Hospital, U.K.>> Grew revenue from $190M in 2009 to $285M in 2014. Revenue projected $330M for 2015.Drove lean processing initiatives to recover from a 120% drop in revenue with the 2009 Recession:* Protected Intellectual Capital – Identified and retained top talent (grew headcount by 17.7% from 2010 to 2014), foregoing customary profitability targets.* Matrix Organization Accountability – Introduced flexible systems to measure, monitor, and alert business unit leaders of targets and progress against them.* Reduced both HKS workforce and accounting staff by nearly 50% each.* Shifted focus from privately-funded to government-funded projects to leverage the American Recovery and Reinvestment Act.Generated $63.9M in additional revenue with 8 strategic acquisitions and 10 new offices (2010-2013), diversifying into new market segments – Science and Technology, Hospitality, Higher Education, Residential, Urban Design and Planning.Reduced overhead spending by $2.2M (2.3%) revamping system from one firm-wide overhead rate to multiple overhead rates, and redesigning performance reporting to a matrix view by market sector and region.Generated $162M (56% of 2014 total revenue) opening 8 new domestic offices.

Dallas, Texas, Us

Led rapid organic domestic and international expansion, due diligence, and growth strategy for new acquisitions.Grew headcount 700 to 1450. Directed 21 staff in 2005 to 42 staff in 2008. Key Clients – AT&T Stadium (Dallas Cowboys), Lucas Oilfield (Indianapolis Colts), Letterman Digital Arts, Citi-Center, DFW International Airport, US Census Bureau HQ, W-Dallas Hotels, MGM Grand - Foxwoods. >> Grew revenue from $180M in 2005 to $418M in 2008 – with no long term debt used to fund such rapid expansion. Increased profit margin 13%.Catapulted HKS healthcare and hospitality into a world leader transitioning team through 4 strategic acquisitions – Ryder (U.K.), Stein, Cox Group (AZ), Trinity Healthcare Design (MI), and Hill, Glazier and Associates (CA).Grew revenue $49.3M (17%) expanding operations to international outlets – Abu Dhabi, Mexico, London, Shanghai, New Delhi, Sao Paolo – outdistancing revenue for U.S. operations.* Big Data Management – Saved $250K per year leading still-in-use, best-in-class ERP conversion (Deltek) to fully-integrated multi-company, multi-currency solution.* Created inter-company cross-charging policies for tax and transfer pricing compliance.* Changed banking and lending relationship from U.S.-based to JP Morgan for efficient movement of funds between international companies and multiple currencies.* Created Secondee Policy for U.S. employees working in foreign HKS offices.Opened 7 new U.S. offices – Miami, Oklahoma City, Denver, Arlington, Las Vegas, San Francisco, Nashville.* Introduced annual GAAP audit.* Hired licensed accounting staff and CPA/Controller to assist with multi-profit center reporting.* Partnered with COO to develop standard procedures for new office launches (performance reporting, IT infrastructure standards, capital plans).* Partnered with HR manager to standardize employee benefits across offices.

Dallas, Texas, Us

Reporting to CFO, directed financial and project reporting, internal controls, financial budgets, and variance analysis. Opened Sports and Justice/Government sectors, supporting the firm’s new strategy to diversify market offerings.Headcount grew from 260 in 1993 to 500 in 1999. Directed 7 staff in 1993 to 15 in 1999. Key Clients – Texas A&M, USAA, Marriott, Baylor Healthcare, Disney, Lone Star Park, UTMD Cancer Center, Atlantis.>> Grew revenue from $45M in 1993 to $107M in 1999. Profit margin increased 7%, with no long term debt due to tax and retained earnings planning and strategy.Introduced disciplines still in use at HKS around transactional controls and continuous process analysis and improvement, saving millions of dollars over 22 years:* Saved $100K within first 4 months, reducing accounting staff by 30% to help rebound HKS from 5-year industry recession after the Savings and Loan crisis.* While other firms specializing in healthcare design services were folding, collaborated with Executive Committee to forecast revenues in multiple markets to shift staffing resources from healthcare to commercial, hospitality, and sports.* Grew revenue 230% (15% per year) opening 4 national offices by strategically relocating HKS knowledge leaders from Dallas to Los Angeles, Richmond, Orlando, and Salt Lake City.* Led firm through smooth Y2K financial and project database conversion strategy, giving HKS a significant competitive advantage and information infrastructure to become a multi-market, multi-state company. Laid the groundwork for eventual ERP conversion.