Responsible for the day to day management and delivery of corporate and shared services functions to provide support for the financial management of UCSF Health - decision support, capital and long-range financial planning, budget, financial management data warehouse and BI strategy and delivery.

Lead the successful finance transformation of UCSF Health Finance- Lead the organizational re-structure to design and implement and deliver a support model to incorporate shared services and corporate functions with a business line focus.- Delivered system implementations to bring all entities onto the same financial platforms for accounting, procurement, decision support and financial and operational reporting. - Successfully navigated and implemented around multiple data warehouse and data delivery strategies, and complex data integration solution across multiple systems.

CFO to FAS business units (BU) that manage and maintain the $7 Million sft campus reporting to the Senior Vice Chancellor (SVC). Overall responsibility of accounting and finance for 18 business units in accordance with GAAP/GAAS, developing annual budgets and monthly forecasts with a staff of 55 and $300 Million in annual operating revenues and $200 Million construction expenses. P&L responsibility of $8 Million finance service center.Business Units served in FAS - Construction, Facilities Management ($45M), IT Services ($60M), Student Housing, Parking and Shuttle fleet, Retail Services, HR, Police, Co-Generation Utility plant and administrative functions.Key Accomplishments: Merged two service centers, refocused workload on analysis resulting in 5 staff reductions.  Restructured all BU P&L reporting in dashboard format and reduced reporting time by 60%. Developing metrics and operations dashboards for all BUs to drive effective business decisions. Pioneering LEAN execution on administrative services resulting in 3-4 staff savings with redeployment on value added functions and establish cross-functional partnerships with BUs. Establish FP&A function for FAS and quarterly financial executive reporting to Senior Vice Chancellor. Actively manage and support BUs with new revenue solutions, prioritization and cross-functional reallocation of resources, reserve management and cost reduction strategies.  Team delivery of $1-2 Million savings annually through procurement – reverse auctions, bid processes and renegotiations of contracts.  Implement campus projects for FAS (Chart of accounts conversion, reporting, planning and operations software, P2P). Deliver projects with high user acceptance and successful change management.  Established and lead campus project team to comply with PCI (Payment Card Industry) standards. Reconfigured cash controls for BUs reducing cycle time by 3-4 days.

Full Service Engineering Procurement & Construction (EPC) Solar Power Plant CompanyDaily management of accounting, tax, administration, legal, IT, and HR for the US and Canada with annual revenues in excess of $150 million. Responsible for reporting and projections to German publicly traded parent company. Successfully completed a merger & acquisition after its 100% shareholder filed for insolvency in Germany. Developed employee retention program during insolvency allowing completion of $100 Million construction project. Executive Leadership - Trusted and go to advisor for operations, engineering, and procurement to drive completion of projects and manage all communications in absence of CEO. Supported sales in top-line growth and ensured projected forecasts for publicly-traded parent are achieved. Designed and executed operating strategy for M&A transaction. Organization Optimization - Restructured support functions from start-up to growth and prioritized resource allocation aligned with selected strategic market segmentations. Focused accounting department on necessary job-costing functions and construction laws (California), to enable project managers’ attention on the execution of construction. Established and managed guidelines for customer credit evaluation and transfer pricing. Risk Management - Identified and mitigated risks, such as warranty, liquidated damages, and directors and officers insurance. Established policies and procedures to ensure regulatory compliance with GAAP, IFRS and SOX.

Steered the companies through the most severe construction downturn in industry history and instrumental in closing a $21 million construction loan in 2008. Overall authority of all aspects of accounting and tax for 28 entities. Led, designed and restructured three companies to obtain the most advantageous tax treatments and comply with industry requirements for property management, construction and real estate investment and development. Directed day to day operations, cash management and financial statement preparation for international investors and lenders. Built strong banking relationship to achieve draw funding within 48 hours for cash flow optimization.Operations - Facilitated investment viability of development projects through loan sizing, total soft and hard cost estimates, sales and market analysis, and take out loans. Coordinated submittals to lenders to raise money for construction or development projects. Completed purchases and sales of properties.Completed a $300 million historical renovation and luxury condo construction at 690 Market St., San Francisco and section 415 requirements at 942 Market St. Financial statement preparation for Fortune 500 joint venture partner (Marriott Vacation Club).

Managed accounting of all company projects. Successfully completed FEMA audit for $150 million renovation and reconstruction project at Albany State University.Analyzed project and department profitability through review of key metrics such as utilization of time, margins and multipliers. Coordinated preparation of annual budget between all departments and the external audit.Initiated and completed an accounting database restructuring effort that resulted into more meaningful and flexible report writing capabilities that allowed project managers to analyze their projects more effectively and efficiently.Implemented Electronic Timesheet Software; created and wrote training sessions and trained 170 employees.Developed and wrote management reports and tools in Impromptu and Excel to analyze financial performance by project, not just by department. Resulting financial training session was a required training program for all project managers to assist in managing their projects.