Independent sponsor and performance management team focusing on SaaS, FinTech, Cyber Security, and CPG verticals.

Lead high-performing teams for diversified holding company across finance, real estate, risk management, and key vendor relationships for a successful 127-unit franchisor (76 corporate locations). Developed growth strategy for franchising, corporate shop operations, and CPG line. * Implemented benchmarking to align pricing with brand perception and optimize cost structure to increase profitability.* Consolidated reporting and reduced close cycle from 21 business days to 10 business days.* Implemented Point-of-Sale (POS), data warehouse, and finance ERP solutions to provide real-time actionable insights into Operations, Real Estate, and Human Capital.* Secured $30M+ in additional capital.

Established financial best practices, strategic planning, and key benchmarking with realistic measurements and goals for diversified Holding Company. with 5 distinct lines of business: multi-brand franchisor, corporate school operations, SaaS/managed-services platform, CPG retail/wholesale business line with DTC & e-commerce, and real estate investment arm that owned and developed real estate. * Led due diligence for a successful M&A transaction with New York-based Private Equity firm Quad Partners in December 2018. * Led annual Audit, Tax Returns, and Board of Directors financial package preparation.* Implemented IT automation project to improve data flow between CRM and accounting systems that significantly reduced close time and eliminated manual errors.

Directed strategic planning, finance and accounting, treasury, real estate, vendor management, IT, and operations for one of the largest multi-unit Great Clips franchisee organizations. Shifted culture to performance and productivity with specific KPIs tied to line items in the budget and plan. Grew the organization by reinvesting the improved operating cash flow minimizing the need to additional capital from shareholders or bank loans. Within 24 months of implementation, we tripled the company's value through organic growth and improved operating margins.* Reorganized business to accelerate cash flow.* Built 16 new locations in 24 months and renovated 20 others.* Funded 70% of capital strategy with internal funds.* Cut discounting by 40% and increased prices by 15% while maintaining store-level KPIs and customer counts.* Revenue from $13M to $23M, and EBITDA from $1.2M to $3.5M.

I was the financial leader for a portfolio of infrastructure projects valued at $2B+ (with engineering services revenue of ~$160M) spread across the US. I organized the financial data and executive reporting of geographically dispersed project teams, ensuring accurate reporting, billing, and project controls.Over time, I became a key advisor to the executive team with respect to the financial status of each project, gleaned from weekly trips to each site. By engaging the project managers, I learned more about the projects than just the financials, which I managed carefully, including status and goals. This allowed me to offer strategies and insights to executives who needed more than just broad overviews of each location.With the project and financial details I tracked, I developed a long-term business plan for the division and a viable investment strategy based on actual data and stakeholder requirements, both of which earned endorsements from the executive team I supported.

As a regional business manager, I provided financial leadership for a multi-office $30 million consulting engineering practice in the Lower Great Lakes region. I led budgeting and forecasting consolidation projects, financial reporting, contracting, negotiation support, purchasing and invoicing approvals, and cash flow management functions. In addition, I participated in the strategic planning process for multiple locations and interacted with executive leadership at multiple levels within the organization. I directly managed a professional staff of 7 in finance, IT, and administration.

This complex role focused on financial reporting, consolidation, financial analysis, and budgeting and forecasting for international joint ventures. A few of my responsibilities were the preparation of SEC filings (8-K, 10-Q, 10-K, etc.) and Board of Director materials, the management of financial statement and currency conversions, research of legal consequences and tax implications of joint ventures with foreign businesses. I also managed IFRS to US GAAP compliance in financial statement presentation and consolidation, and completed budgeting and forecasting for P&L, Cash Flow, and CAPEX. I worked with Treasury team on derivatives and hedging strategies including cash flow, interest rate, and net investment hedges in both the derivative market and via foreign currency borrowing for Balance Sheet hedges. In addition, I performed detailed financial analysis activities related to the international portfolio including operating, ROI, NPV, and M&A supporting analysis.Furthermore, I became the financial expert for a diverse portfolio of real estate assets in the United States atypical for the business (hotels, apartments, condos, self-storage units).At a higher level, I delivered detailed research on operating analyses, multiyear capital forecasts, and financial leverage details that were often used by the executive team to report to the board of directors.