Division Controller for the largest green recycler of trees & brush in Texas and Tennessee.Locations from Dallas to Houston TX, Nashville to Knoxville TN.

Via Tech is a leader in providing software and manufacturing services that optimize the way people create, distribute and consume information with multiple locations throughout the US & UK. Via Tech is an ESOP where taking ownership is a core responsibility. Annual revenue $85 million.Corporate Finance and Accounting• Created multi-site budgets and tracked financial performance to plan. Provided feedback and dashboards to leadership.• Developed requirements and led IT project to automate cash applications reducing 60 man-hours per week.• Standardized accounting process across 6 regional facilities to speed closing time by 50%.• Stabilized accounting team after major relocation using effective communication, leadership and team building which reduced employee turnover by 75%. Recruited and trained new finance and account team members, provided coaching and counseling to non-performing individuals. • Created a daily executive flash report providing real-time data on key operational and financial metrics. Provided financial leadership and advice to ownership and counsel to department leaders in the interpretation of financial data to guide decision-making.• Reduced interest rates by .5% on receivable note and working capital and improved cash availability by developing strong relationships with banking institutions. • Reviewed and monitored all expenses to ensure alignment with corporate financial objectives and goals.

Supported customers in the apparel & marketing industry, manufacturing, legal and construction industries navigating key business transitions. • Led software conversion from Sage Timberline to QuickBooks Enterprise. Sage Timberline had been oversold and not applicable for company requirements.• Improved cost accounting processes, developed financial analysis and trending reports to enhance ownership's understanding of business and identify key business metrics. • Created month-end close process which reduced month end close from 20 days to 7 days.• Normalized cash flow to provide additional liquidity and financing options. • Led teams on special projects: Company Valuations - Going Green – Cost Savings – Safety Awareness – Lean Concepts.• Managed Sales Tax Audit, 5500 Audits and annual outside CPA audits.• Added a Cloud reporting structure improving communication between multiple sites.• Guided executive team through debt management analysis that resulted in filing Chapter 13. Developed schedules and plans for attorney and courts to satisfy bankruptcy requirements.

Provider of well site support services and logistic service to the Barnett shale, Eagle Ford shale and Marcellus Shale. • Provided fiscal leadership and cohesion to a startup with initial sales of $12M through rapid growth to $45M. • Reduced second largest cost driver by 25%, by developing requirements and selecting a third party supplier to install a fuel authorization system. • Reduced past due A/R from 25% over 90 days to 5% over 90 days to improve cash flow.• Condensed financial reporting time from 45 days to 10 by implementing integrated financial reporting. Enabling leadership to understand key business drives which led to a reduction in labor with a 5% payroll savings.

Conglomerate of 13 retail businesses included two La bodega Winery locations, eight food and beverage operation, five Travelex Worldwide Currency Exchange locations and a media advertising firm. Annual sales of $33M with 170 employees. Woman/minority-owned business.Chief financial Officer 2006-2008Reported to ownership and was hired to develop internal financial systems and processes that would integrate 13 distinct locations. • Implemented month-end close process, trained team and created accountability which reduced the monthly closing procedure from 90 days to 15 days.• Developed real-time financial reports and weekly flash reports which allowed ownerships to make timely decision and gave them access to additional capital that allowed them to expand their current business.• Provided weekly and monthly labor tracking which allowed them to make real-time staffing decisions reducing overall labor costs with the temporary staff.• Created and develop inventory tracking reports which identified key area of inventory loss. Allowed managers to understand risk areas and provided incentives team members to reduce loss. Loss was reduced by 25%.• Provided real-time trends on sales which allowed improved procurement practices that aligned with sales trends. Inventory turns increase from 9 to 11. • Audit retail rebates monthly with quarterly physical inventory counts• Worked with outside vendors to develop customer service program for retail operations

Initially hired by the CFO and held various positions with increasing responsibilities ultimately reporting directly to the President of the US division and Director of Photo-Me International. Directed the activities of the accounting staff of 14 in 5 locations in A/R, A/P, G/L, job costing, budgeting, forecasting, financial statement preparations, payroll, month-end closing, asset and inventory management, controls, audits and banking. Provided financial data to London based parent company. Managed the IT Infrastructure for the US operations and the manufacturing and warehouse operations staff of 27. Traveled to regional facilities, UK and Europe to support global operations and to align best practices.• Lead initiative to find lower cost area to move corporate offices and manufacturing from Los Angeles to Grand Prairie, Texas. Reduced facility costs by 30%. Shipping costs were reduced by 60%. Labor rates were reduced by 30%. Overall savings estimated to be $750K annually.• Implemented new accounting software and best practices across 5 regional offices to standardize financial reporting. Audit cycle was reduced by 50% and allowed Executive team to better manage key business discussions with consistent and accurate data. • Cost Accounting for assembly line in Grand Prairie• Supported merger with competitor and implemented best practices across the new entity which allowed reduction in overall administrative staff by 15%.• Review and sign contracts with our customers including monthly and yearly leasing.• Developed weekly flash reports which identified key cost drivers. One opportunity in the materials costs allowed for better procurement negotiation and was able to reduced BOM costs by 5%.• Applied IFRS Standards throughout the accounting structure consistent with European parent company.

Finance director for a start up company. Responsible for all accounting functions and and over seeing the Start-up investments and purchasing of facility, assets and infrastructure.Hired and Developed administration team to preform all accounting, banking, back office and customer service.Responsible for moving all Operations and Administration to Texas.