Financial lead for TEAM8 client management operations, Laver Cup and the Match for Africa series. Including developing finance and accounting infrastructure (processes and systems), management/BOD reporting, external reporting and investor relations. Also responsible for other functions including Human Resources, Information Technology, Risk Management and Office Administration.- Sole project resource for multi-entity implementation of new ERP system- Beat implementation Go-Live date and project came in under budget- Re-engineered Chart of Accounts for both the Laver Cup and the TEAM8 Client Management business to facilitate more useful management reporting.- Created financial board book, streamlined management of investor relations, including periodic reporting and communication of rolling forecasts with key shareholders Tennis Australia, USTA, Jorge Paulo Lemann- Converted historical data from legacy system to Xero to facilitate more useful management reporting on this older data- Advise from a financial and operational perspective on all contracts- Key team member in leading M&A activity and developing investment strategy.- Led investment process for TEAM8's substantial investment in UTR.- Implemented Human Resources system allowing for streamlined employee communications, engagement and consolidation of disparate employee files and documentation- Implemented on boarding process for new employees to ensure seamless integration into the organization from a technical and operational perspective.- Implemented digital document repository for all organization's contracts and documentation; organization is now almost completely paperless

TEAM8 is the majority shareholder and operator of the Laver Cup. In my role as CFO of TEAM8, I also serve as CFO for the Laver Cup.

Top finance and accounting (Chief Financial Officer) role for Merritt (group revenue - $53M), America's unsurpassed provider of custom architectural woodwork, joinery and furniture for elite residential, marine and speciality environments.- Overall project lead for multi-site implementation of Infor Visual Manufacturing, including integrating newly acquired companies from their legacy systems.- Met implementation Go-Live date and project came in under budget- Integrated eleven entities into consolidated system, previously housed on five different systems.- Led integration of all finance, accounting and administrative processes of two acquisitions ($6M revenue/45 employees and $12M revenue/75 employees).- Streamlined and standardized reporting process to ensure statutory compliance of Merritt Germany GmbH.- Implemented cash flow forecasting tools, adding standardized rigor to liquidity management- Strategic and administrative oversight of insurance/risk management program- Led coordination of legal matters with external law firms- Led implementation of American Express corporate card program, which included an 86% increase in available line of credit and an enhanced Corporate Rewards program.- Led effort to increase bank line of credit by 16.1%- Generated deal thesis and led due diligence on $900k acquisition, pending close- Led buy side due diligence on $500k architectural metal target, based on items identified during due diligence, company did not proceed with the acquisition- Implemented a standardized inter company billing and payables process for vertically integrated businesses

Specifically identified and recruited back to organization by Global Controller to serve in a leadership role related to the global accounting/finance transformation for $3B combined WME | IMG entity.Work Stream Lead - Workday Financials - Organization cancelled project in November 2015- Record to Report,- Financial Data Model build, CRM Integrations. Work Stream Lead - SAP S/4 Hana/BPC Consolidation Implementation- Financial Data Design- Master Data GovernanceSuccessfully designed future state profit centers, cost centers and chart of accounts, ensuring requirements were met for 24 different BU's, including billion dollar BU not currently on SAP.S1 Project Team- Primary role was to lead legacy IMG stub audit for non audited pre-acquisition period in 2014.- Successfully generated stub period financials from scratch and ran audit (equivalent of a $500M company audit) with one senior accountant and two consultants.- IPO was postponed.Due to legacy knowledge of the business, served as a subject matter expert on various matters (reporting, consolidations, corporate accounting and revenue recognition) in support of managers and executives new to the company.

• Daily oversight of Finance, Accounting and Payroll for the Cleveland Cavaliers (NBA), Lake Erie Monsters (AHL), Cleveland Gladiators (AFL), Canton Charge (NBDL), Q Real Estate Management and Quicken Loans Arena (the Enterprise controls the Arena), group revenues of $225M• Direct Reports: Finance – One financial analyst; Accounting – Nine person staff; Payroll – Two person staff• Lead budgeting and forecasting process for total Enterprise• Enhanced budgeting and forecasting processes, which created efficiency, while also providing better reporting and more accurate rolling and long term projections• Enhanced cash flow projections and support, which allowed for more accurate long term forecasting• Banking relationship contact• Revamped the compilation of data for league wide Revenue Share compliance audit (CFS), reduced resource burden by one month annually• Implemented enhanced management reporting for minor league franchises, allowing leadership to better hone in on areas of concern• Implemented process efficiencies that reduced month end close by three days• Provided technical guidance on all accounting matters• Worked directly with third party tax firm and Rock Ventures tax consultants on all tax matters

• Top Finance/Accounting role for two divisions (CLC & J. Patton Sports Marketing) and one joint venture (IMG-SME) within a large multi-national and private equity owned company ($200M revenue).• Member of Senior Management Team responsible for providing stategic leadership• Trusted Finance Partner and was viewed as "the glue guy" by the Business Unit President• Oversaw nine person department, with three direct reports• Financial planning and strategic analysis, including reporting to divisional and corporate executives• Drove continual improvement in the budgeting and forecasting process through education of department managers on issues impacting their budget• Primary contributor in engaging managers in development of the budget• Developed financial models and KPI reports that provided managers with a "never before seen" look at the performance of their business• Cash flow forecasting• Oversaw Royalty Accounting, responsible for collecting and distributing approximately $150M in royalties to partner universities, bowls and conferences on an annual basis• Advised from a financial perspective on all contracts• Advised finance/accounting staff on technical accounting issues• Identified acquisition target, negotiated final purchase price, lead buy-side due diligence (acquisition closed 7/31/13), also responsible for integration

• Monthly, quarterly and year end closings and consolidation procedures for diverse ($1.5B revenue) company with close to 100 consolidated business units worldwide• Prepared monthly internal financial statements for reporting to Senior Management • Preparation of Annual Financial Statements including note disclosures• Coordinated year-end audit with external auditors and ensured the year-end audit package was accurate and complete• Performed monthly balance sheet reviews• Performed quarterly reviews of consolidated business unit reporting packages• Developed, coordinated and executed initial roll out of the world wide internal audit program• Reviewed established accounting practices, controls and procedures to ensure they were adequately designed• Provided financial expertise to world-wide controllers to assist them in understanding technical guidance and U.S. GAAP• Served as SharePoint administrator for the finance department and utilized the system for various internal audit initiatives• Performed FIN 46(R) analysis on new joint ventures• Maintained stock option tracking program, which includes FAS 123(R) analysis on new equity transactions• Instructed, trained and monitored general accounting staff/interns in performance of their duties

• Maintained the general ledger, including the review and approval of general ledger entries and verifying the accuracy of the resulting financial statements for $200M revenue business• Oversaw all monthly, quarterly and year end closings• Prepared monthly internal financial statements for reporting to Senior Management and the Board of Directors• Analyzed period ending results of operating divisions, including standard analytical performance review and discussion with division leadership team with respect to results, trends and forecasts• Prepared Annual Financial Statements including note disclosures• Coordinated year end audit with external auditors and ensured that the year end audit package is accurate and complete• Reviewed established accounting practices, controls and procedures to ensure that they are adequately designed• Served as SharePoint administrator for the company and utilized the system for budgeting, forecasting and document retention initiatives• Instructed, trained and monitored general accounting staff in performance of their duties• Utilized “Lean” and “Toyota Way” concepts to drive process change throughout the organization

• Functioned as a one-person internal audit department for America's largest in-ground pool construction company• Performed risk assessment, planning, audit scope development and execution of the internal audit plan• Reviewed and reinforced compliance with company policy throughout the organization• Provided reports to division general managers or business unit leaders on the effectiveness of their units internal control structure, along with recommendations that improve the effectiveness, efficiency and economic value of the controls and processes• Reported audit findings and other internal audit activities to the Audit Committee • Through narratives and flowcharts, documented many previously undocumented significant processes at all divisions and business units• Maintained a follow up system on deficiencies noted in audits and determines response actions needed• Performed special reviews or investigations for fraud or other projects as assigned by management• Lead and/or was involved with many process improvement initiatives including; accounts payable, payroll, receivables/collections, inventory, service revenue recognition and various construction related operational processes• Authored various financial and operational policies• Coordinated with external auditors to ensure efficient financial statement and benefit plan audits• Reported directly to and works closely with company executives on various projects• Assisted various divisions with financial planning and analysis• Utilized ACL to perform audits, special reviews, investigations for fraud and financial analysis• Utilized Lean concepts to improve financial and operational processes

- Primary clients were large (Sales> $1 billion) manufacturing companies.- Also interned January 2002 - April 2002