• Researched, identified, contacted, pitched, negotiated and ultimately closed business with new clients.• Generated approximately $1M in new business per year.

Worked with various founders, investors, corporations and C-suite executives on complex financial and strategic projects . • Projects included strategic financial consulting to Boards of Directors and C-Suite executives on the topics of capital formation, monetization options and alternatives, merger and acquisition counsel, hiring key financial staff, and improving structure, discipline, and competence of the general financial function.• Clients included: Standard Oil of West Virginia, TerraHydroChem, and Radiant Oil & Gas.

• Hired specifically to help this upstream oil & gas company create, oversee & grow a robust finance & accounting dept with the infrastructure for a future IPO. Within first 45 days:o Built a corporate model, updated reserve reports & engaged a 3rd party Commodities Trading Advisor, which enabled us to approach hedge counterparties to get hedges in place to satisfy debt covenant. o Selected & implemented an accounting/ GL system (OGSys) and transitioned all historical transactions into the new system. o Engaged an independent audit firm, generated a Form 10-K & had auditors complete the audit to meet a Second Lien loan reporting deadline. • Debt Management: Managed a $350M loan relationship & enhanced the corporate model to monitor and maintain compliance with complex covenants in a Second Lien loan document.• Hedging Strategy: Instituted a formal hedging policy & effected a robust hedging program which resulted in the addition of material revenues to Bennu.• Capital Formation & Management: Managed challenging and complex relationships with former Debtor in Possession lenders who reluctantly and uncharacteristically became equity owners (33%) of Bennu via a Sec 363 bankruptcy credit bid process. These equity owners wanted a quick exit which required navigating a complex Publicly Traded Partnership ownership transfer limitation rules which, if triggered would have resulted in significant adverse tax consequences to Bennu’s LLC status and its unit holders flow through tax attributes. • Financial Planning: Built a robust budget, along with forecast and financial plan to aid in collective decision making. • Financial Reporting: Created a fully audited financial reporting function and fully met public company reporting requirements including full Form 10-K annual reports and Form 10-Q quarterly reports in anticipation of a potential future IPO.• Risk Management: Saved the company more than 50% & $14M in annual insurance premiums, while increasing coverage.

Saratoga Resources is a publicly traded, independent upstream oil and natural gas company engaged in the production, development, acquisition, and exploitation of crude oil and natural gas properties in south Louisiana.• Directly responsible for oversight and performance of all finance and accounting functions, including: capital formation, treasury, budgeting, internal and external financial reporting, insurance, hedging and investor relations functions.• Debt/Equity Strategy: Led company through two financings and raised approximately $45 million in capital from one common equity private placement and one high yield debt add-on offering.• Mergers/Acquisitions: Created a robust merger/acquisition template/financial model to use in evaluating M&A opportunities.o Led Saratoga through evaluation of 5 transactions, for a total of $500M in potential acquisitions. • Corporate Finance: Added budgeting/forecasting function and structure, including development of a financial model used in long-range planning. • Team Leadership: Hired a high-quality controller with extensive public company experience to lead the accounting team and upgrade staff.• Treasury: Established unsecured credit lines with three counterparties and put hedges in place.• Investor Relations: Created an investor relations function and elevated profile with executive management team, investment bank community and institutional investors, materially contributing to company's reputation.

Served as independent member of the board of directors and performed financial oversight role focused primarily on debt strategy and merger/acquisition negotiation and analysis.

Referred to this young and unstructured upstream oil and gas company by former colleague to establish capital/debt strategy, build out accounting and finance teams, institute risk management framework, develop processes and procedures and oversee oil and gas marketing functions. • Instrumental in adding structure, discipline, maturity and high-quality personnel to a small-cap public company with an equity market cap of ~$35M which yielded significant corporate growth (and equity market cap > $1B) and value to shareholders during tenure as CFO.• Debt/Equity Strategy: Led company through numerous financings and raised approximately $300 million in capital from three common equity offerings, one high yield debt offering, two mezzanine debt deals and one convertible preferred equity offering.o Successfully maneuvered the company through several commercial banking relationships challenged by mezzanine financings and drilling and reserve growth performance in 2002.• Strategic Planning: Spearheaded annual business planning process creating annual budget adopted by board of directors.• Investor Relations: Significantly increased company exposure to public financial markets through presentations at investor conferences and substantially increased equity and debt analyst coverage.• Team Leadership: Seamlessly replaced almost every employee inherited in the financial department with a high performing team. New team boasted zero audit adjustments in eight annual audits by Big 4 firms, minimal comments from SEC 10-K review and efficient implementation of SOX 404 requirements.• Risk Management: Created and implemented a formalized well/project approval process and risk exposure framework which merged input and created accountability from four major disciplines resulting in risk reduction and improved economic results.

Served as a non-independent member of the board of directors.o Assigned as one of three executives to form a board committee to the role of Office of Chief Operating Officer for a 3-year period following the retirement of the COO.

• Created an investor relations function and elevated profile with executive management team, investment bank community and institutional investors, materially contributing to company's recognition as third best performing stock listed on NYSE in 1996.• Managed relationships with 25 equity research analysts and 17 high yield debt research analysts. • Developed corporate message and represented company at investment conferences. One of 4 top executives on "roadshow team" for 6 public debt and equity offerings.

• Start-Up Operations: Hired as first employee in finance organization to build out department for this upstream oil and gas start-up that grew primarily through property acquisitions and mergers to over 1,500 employees in 7 years.• Initial Public Offering: Worked closely with the CEO to drive the full IPO process by preparing all regulatory financial documents and filings, worked with investment banks and SEC counsel, drafted a prospectus and participated in the roadshow. • Capital Formation: Teamed with founders to negotiate $209 million of volumetric production payment financing from Enron Capital and Trade. Subsequently closed additional $60 million of development drilling program and general corporate term loans from Enron.• Worked closely with CFO to negotiate $50 million bank credit facility with Chase Manhattan. Monitored adherence to bank credit facility and public bond indenture covenants and provided quarterly officer certificates of compliance.• Instituted program to invest excess company cash. Interacted with bank relationship officer to effect cash draw downs, repayments and letters-of-credit posted against credit facility.• Mergers & Acquisitions: Integral member of acquisition team that evaluated and closed acquisitions from major oil and gas companies, including Shell, Mobil and Chevron. • Team Leadership: Hired, trained and developed a high-performing accounting department of 25 professionals who effectively accounted and reported for publicly traded company with revenues over $400 million and assets near $1 billion.• Hedging Strategy: Established commodity hedging policy with CFO and marketing manager and entered into derivative transactions (swaps and costless collars) with counterparties.