Controller/HR Director (100+ employees) and executive board member for Go Energies, Go Energies Logistics, GE Software, PD Properties, GE Fuel Services, and Good Energy Charters whose revenues cumulatively totaled over $85 million in 2022.

Went back to January of 2023 and matched all transactions, made necessary adjusting entries, created all accounts, financial statements, entered all invoices, bills, reconciliations, paid monthly sales taxes, and reconciled the books through October 2024.

Processed the deposit from the previous day every morning, stripped the paperwork for new car deals, entered, reconciled, and paid A/P accounts. Entered checks and C/C payments received into Reynolds & Reynolds. Worked with Body Shop to eliminate outstanding A/R amounts due from June of 2018 and prior by collecting over $100,000 between November 2018 and May of 2019. Created step by step procedures for many accounting tasks so that new employees working in the finance/accounting department will have a guide to their new duties.

Provided direct communication to the Board of Directors and Stockholders on company financial status and forecast on bi-monthly basis. Negotiate executive level financial contract terms with Sponsors, CROs, and large Health Care Institutions, directly and as member of company Executive Review Committee. Oversee financial considerations of company’s transition from original comprehensive SSRO site service to expanded select services to increase market share through CRO as well as Sponsor contracting partnerships. Also, was primary negotiator in mutually signed MSA with UNC Chapel Hill making CTMG, inc a preferred vendor in December 2017.

Managed, directed, and supervised the finance department in maintaining segregation of duties in accordance with GAAP, development and monitoring of monthly financial checklist including bank and checking reconciliations; ensuring invoices and depreciation schedules match with financial accounting system statements (Quickbooks Enterprise); ensure department A/P and A/R ledgers are correct; distribute yearly 1099’s and county property tax reports; send yearly and state tax returns with assistance from CTMG’s independent accounting firm; approve all payments and implementation of profitability requirement as part of new hire approval process; present quarterly financial statements to the Board of Directors as well as give financial forecasts for upcoming quarters. As of 2014, served as interim manager the IT department as well as interim director of the Patient Enrollment Department January 2014-July 2016). Negotiated executive level financial contract terms with Sponsors, CROs, and large Health Care Institutions, directly and as member of company Executive Review Committee. Led all independent yearly financial reviews done by independent accounting firm, HPG (6 calendar years 2010-15); worked with Patient Enrollment Department to set statistical goals on a per patient basis for profitability requirements; created budgeting process to monetize value of CTMG’s protocol-specific engineered processes and quality systems with key deliverables of value to Sponsor triggering invoicing and payment; proposed and implemented internal service team consolidation from multiple investigation site support services into clinical services, patient enrollment, and patient scheduling to streamline service efficiencies.

Became Director and supervisor of the Finance/Accounting department (2010-2018) Implemented CTMG’s System Development and Maintenance review system while drastically cutting COSS expenses. Began all financial forecasting for CTMG, inc. prepared quarterly financial statements for the Board of Directors as well as becoming 401K and payroll administrator (2010-2018). Furthermore, proposed and implemented the new organization chart for the company in early 2012 reducing massive duplication of duties and making nearly all departments run smoother and more effectively.

Created all Sponsor and Principal Investigator clinical trial contract budgets in consultation with regulatory, clinical service, and clinical operations departments; changed patient stipend payments from hand delivery by company research personnel to distribution of patient debit cards with electronic loading of funds after each completed patient visit (with reduction of several hundred employee work-hours at a cost of $0.75 per patient stipend card and electronic loading time); established and enforced change from Sponsor quarterly payments to monthly payment within 30 days upon receipt of company invoices; developed and implemented system for all company clinical trial invoicing.

Entered some entries in Quickbooks as well as created invoices that needed to be sent to sponsors for payment.Created checks for each individual patient payments .