$75 million Specialty Non Union & Union Construction Sub Contractor and Equipment CompaniesPrivate Family Company, Profit Improvement, Improve Return on AssetsChief Financial OfficerAccounting/Finance/Purchasing/Human ResourcesDeveloped strategy to improve profitability for primary company, impact $1M. Developed strategies for all companies to improve profitabilityReduced LOC usage by $3MM, while combined companies grew over 33%Consolidated two accounting departments, two ERP software systems, while reducing staff sizeDeveloped strategy to improve return on assets including improving equipment utilization more than doubling return on assets and doubling current ratioDeveloped strategies to reduce insurance costs to improve employee benefits Supported implementation of training and development department and career path processLaunched union company to increase market share and support development of new business development process

$37 million Manufacturing Packaging CompanyDivision of International Private Company (Autajon Packaging)Private Family Company, Profit Improvement, Cash Flow Improvement (Thoro Packaging)Chief Financial OfficerNew monthly financial reporting package including production variances, customer marginsDeveloped strategy to improve profitability Worked with owner to sell company to international buyerImproved cash flow, eliminating $2.5M line of credit.

$43 million Environmental Remediation Construction Company High Growth Environment, Cash ManagementChief Financial OfficerHuman ResourcesIncreased line of credit and bonding capacity by over 50%Business developement plan

$320 million Consumer Electronics Distribution CompanyGrowth, Profit Improvement, Cash ControlVice President of Accounting and FinanceBusiness plan to improve profitability, including profit by customerTreasury, including $100M line of credit

Consulting for turn around and start up environments

$85 million specialty sub contractor. Residential, commercial installationFamily Company, Growth, ESOP, Profit Improvement, Cash Flow ImprovementChief Financial OfficerFinancial Reporting for multiple entities, multiple locations, multiple product linesReduced financial reporting time from 20 days to five daysAccounting staff of 24Implemented new product lineEstablished ESOP including evaluation, stock valuation, financing and ESOP administration Improved cash flow through process improvements, reducing DSO by 50%, paying off five-year ESOP loan in two and a half years.Implemented new GPS based payroll system, reducing payroll staff by 75%

$76 million installation, manufacturing, and services, 24 branches. Refrigeration, heating, ventilation, and air conditioning for commercial and industrial customers.High growth, Profit Improvement, Management Buy Out, Sale to Private Equity GroupCorporate ControllerDeveloped strategy to increase construction sales and reduced construction overheadWorked with investment bankers from management buy out through sale of companyReduced closing cycle time by two thirds while reducing staff during company growth of 20% a year

$40 million division of $250 million ISO certified manufacturing companyTurn Around EnvironmentProduction ManagerManaged production group of up to 140Created new systems and procedures leading to on time delivery going from 68% to 98%Strategy to reduce overhead costsDivision ControllerImplemented new standard cost accounting system and proceduresTotal inventory adjustments reduced from $500k to $5kCustomer Service

Laidlaw (Division of ARA Services)$30 million district of $600 million bus transportation companyDistrict ControllerARATEX (Division of ARA Services)$700 million uniform manufacturing, distribution, and services companyAssistant Group Contoller, Sr Staff Accountant