Clients - PE backed healthcare, SaaS, Education, Software Development, Manufacturing, and Distribution sectors.(i) Interim CFO for twelve (12) highly leveraged PE backed middle market portfolio companies focusing on (a) integration & transition, (b) weekly debt compliance/covenant reporting & cash flow forecasting, (c) transformation organization design, (d) KPIs, (e) financial reporting & financial analysis, (f) budgeting & forecasting, (g) reducing the close process (h) cost control and (i) reshaping the CFO role to align with the PE sponsor and Company’s strategic and operating objectives.(ii) Sell side Quality of Earnings engagements representing seven (7) Private Equity sponsors (SaaS, healthcare, manufacturer, and insurance companies).(iii) Business Transformation assignments, chairing the Finance Committee and Finance representative for the Transformation Committee.(iv) Developed Cash Desk department, policies and procedures for a highly leveraged PE backed company.(v) Working with a PreK-12 lab school founded by the former chairman of a Fortune 50 company to prepare and launch an International Business Expansion Plan, utilizing a SaaS approach.(vi) Prepared an acquisition playbook for a private equity backed healthcare services platform company.

A market leading staffing agency within the healthcare and IT sectors. Sustaining growth at 3x the market.(i) Created budgeting, forecasting and new investment process, along with implementing benchmark comparisons and financial analysis.(ii) Driving acquisitions while sustaining profitable organic growth.(iii) Developed tax strategies to compensate for changes in sector’s federal tax and revenue rulings.(iv) Rebuilt finance team from the ground up.(v) Lead and executed the acquisition of a rival sized company and the divestiture of two business segments

A market leading and innovative non-profit Hospice and Palliative Care organization with two inpatient units. Proactively partnering with Accountable Care Organizations and implementing value-based care solutions.Innovative healthcare services CFO responsible for Finance, IT and facilities. A member of the senior executive leadership team, with Board reporting responsibilities. Major accomplishments adding value to this healthcare organization include incorporating an operational finance and predictive analytical approach to merge and balance clinical and financial objectives. Implemented a utilization model and analytically driven monthly management MD&A processes with relevant financial benchmarks and KPIs.

A $1b publicly traded digital media company (curriculum developer, manufacturer, printer, distributor, SaaS and software developer). Responsible for the FP&A (budgeting/forecasting/KPIs/product assessment/market assessment/customer analysis/modeling), Controllership (Financial reporting/monthly MD&A/cost control & improvement/business processes), Acquisition Strategy (identify/valuation/execution/integration), and Systems integration & optimization.Major accomplishments adding value to this $200m digital media Education & Consumer Products Group resulted in achieving organic revenue growth at a 50% premium to the market while leveraging the infrastructure to improve margins:(i) Implemented major Oracle upgrade enabling (a) transactional services to be consolidated into a shared service model and (b) predictive manufacturing builds, raw material purchases and inventory transfers;(ii) Developed and implemented a Sales CRM -> Via the inclusion of predictive analytics and focused pricing strategies, enabled individual Sales representative performance to improve from 40% of territories achieving target to 70%;(iii) Created an analytically driven monthly management MD&A processes with relevant financial benchmarks and KPIs -> strategic objectives were now translated into actionable & measurable operating budgets resulting in more timely decisions to execute new initiatives or halt unsuccessful investments;(iv) Created an investment review process that was aligned with strategic objectives and included the appropriate analysis -> portfolio went from a mile wide and an inch deep to a portfolio that addressed scaled customer needs, resulting in the avg. ROI to improve by 800bps and breakeven 12 months earlier;(v) Led and integrated 5 acquisitions/divestitures/joint venture formations with financial and strategic partners -> redefining the portfolio to be more focused and in line with market trends and opportunities.

Market leading manufacturer of Math manipulatives and K-8 SaaS provider serving the Education & Consumer Product sectors with revenues of $50m in 2004 increasing to $80m in 2006 while the market grew at 4%, along with improving profit margins by 400bps.(i) Established new product development investment risk analyzes through effective product and market profitability studies -> improved the average ROI by 1,000bps and redirected $5m of annual investment spend to markets with increased revenue potential, creating a business more in control of their destiny;(ii) Within monthly MD&A, set financial hurdles against market trends, created financial benchmarks/KPIs and best practices-> with actionable information, moved decision making away from subjective measures to a more inter-departmental coordinated decision making process aligned with company objectives

An international and publicly traded SaaS provider, publisher, software developer, manufacturer, distributor and information provider focusing on print & emarkets with annual revenues of $8b.Harcourt Achieve - 2001 to 2004 - $200m revenueRigby, Reed Publishing - 1997 to 2001 - $100m revenueTasked with and successfully (1) created a sustainable business model producing organic revenue growth of 100% over 3 years in a mature market, increased profit margins by 1,000bps & cash profits equaling book profits and (2) assessed the broader publishing sector culminating in the Reed-Elsevier $3b acquisition of Harcourt Education in 2001.(i) Linked previously uncoordinated strategy, initiatives & market assessment -> $20m of annual development spend was now focused and poised for growth (avg. ROI increased by 1,000bps);(ii) Implemented a financial reporting, planning, analysis, forecasting, and budgeting framework -> with actionable information, decisions were now more coordinated and aligned with operational objectives;(iii) Created an acquisition framework -> only acquisitions relevant to the strategic plan were evaluated thereby avoiding costly missteps;(iv) Re-engineered a new product investment framework (print & ebased) -> shortened development times, reduced costs, and improved revenue forecast accuracy -> better products to market faster;(v) Developed and successfully implemented an integration framework consolidating two $100m organizations -> reduced operating expenses by $20m.

An international and publicly traded healthcare service provider and pharmaceutical manufacturer with annual revenues of $6b. International Finance Manager - International Business Group - 1994 to 1997 - $300m revenueManager, FP&A - Orthopedic Services Division - 1990 to 1994 - $150m revenue(i) Developed & implemented a best practice model over 150 locations -> reduced operating costs by 15% and improved forecast accuracy enabling an earlier reinvestment of profits in new initiatives with confidence;(ii) Successfully led & integrated over 25 acquisitions and divestitures -> taking advantage of a fragmented market and favorable patient treatment/revenue trends, achieved proforma results;(iii) Led the implementation of a tier #1 information system -> in support of an aggressive growth strategy, improve the integrity of data and report actionable information;(iv) Acting Finance Director in UK and The Netherlands -> improved business processes which enabled the business to achieve targeted results and avoid divestiture of then failing assets;(v) Charged with the installation of best practices, revamped financial reporting policies, created more sophisticated financial planning & analysis practices and directed international finance operations (England, Germany, France, The Netherlands, Puerto Rico, Japan and Canada) -> enabled critical knowledge to be more effectively conveyed for better decision making, profits increased 30%.