Emerald Strategic Advisors, Inc. is an advisor to small and middle-market business owners who need interim and/or fractional CFO services or expert advice in selling, recapitalizing, or acquiring businesses. Emerald draws on decades of M&A, finance, and operations expertise to lead and counsel business owners through all forms of transition, as well as business practice improvements to enhance business value.Most recently served as Interim CFO at Intelerad Medical Systems. Recent engagements included Interim CFO and VP Finance roles at Certent and Litera, respectively, where I led successful exits and managed post-sale transition.

Responsible for financial reporting, planning, analysis, and strategic planning. A start-up joint venture of Wabash National (manufacturer of semi-truck trailers) and Fernweh (a PE-owned development firm). Developed the business plan, business models, policies and procedures, and financial analyses.

Responsible for financial reporting, planning and analysis, general accounting, and treasury. Named CFO when the company was formed in January 2021 via the acquisition of two similar companies. Staffed and trained the Finance team of five. Implemented NetSuite (migrated from Quickbooks.) Integrated two acquisitions. Supported high-double-digit, profitable, annual recurring revenue growth (nearly all organic,) 3x staff growth, and expanded facilities.

I provide expertise in M&A, financial planning and analysis and reporting. I recently advised a fast-growing, PE-owned software company serving the Legal industry, Litera, implementing FP&A processes and supporting the sale of the company and acquisitions. In 2018 I was interim CFO at PE-owned LED light manufacturer Green Creative in Silicon Valley, helping transition to new ownership. In '17, I was VP of FP&A for Carestream Dental, acquired that year by PE firm Clayton, Dubilier & Rice, helping manage change and implementing new processes and systems. In '16 I led FP&A at PE-owned Interactive Health, leading reporting, analysis, budgeting and process improvements for this fast-growing, PE-owned firm. I also served as VP of FP&A for ABILITY Network, a growing SaaS, PE-owned company, where we deployed a new ERP system and monthly reporting to the Board. Previous engagements included IPO work for Lands' End and SDK Global, Inc. (SEC reporting, financial analysis, investor relations.)Tatum provides on-demand C-suite executives and senior-level professionals to help companies manage critical initiatives in accounting, finance, technology, compliance and transactions. We partner with clients to address challenges arising at any stage of the business life cycle, and frequently serve as trusted advisers to the Office of the CFO or CIO. Tatum’s senior-level experts help you address complex issues not easily solved from within the organization. Backed by our global parent company Randstad and a national footprint of offices in key markets, Tatum is ready to mobilize locally anywhere in the country. Visit www.tatum-us.com. •On-demand C-Suite Leadership for Interim, Project, or Permanent Needs • Direct Report Staff Augmentation • Mergers & Acquisitions • Transaction Support • Carve Out Preparation & Execution • Finance Function Assessment & Process Improvement • Working Capital Improvement & Cash Flow Management • Financial Planning & Analysis • Restructuring & Turnarounds

Executed international and domestic acquisitions, divestitures, and strategic planning.Grew revenue over 10% per annum at accretive margins, with 20 closed deals over eight years (out of a total of over 200 companies examined,) primarily in the small and middle markets ($1m - $500m value.)Led M&A teams in all facets of acquisitions and partnerships: Prospecting, financial statement analysis, valuation, strategic fit, terms negotiation, board proposal, final due diligence and integration.Improved M&A success rates to 40%+ (from a historical 0%) by: -Designing financial models that incorporate real world assumptions. -Discounted Cash Flow (DCF), Precedent Transactions, Comparable Companies, Payback, Internal Rate of Return (IRR), Return on Invested Capital (ROIC), Accretion/Dilution, and Leveraged Buy-out. -Expanding the acquisition team to maximize deal transparency and leverage management expertise. -Restructuring the business case by incorporating a complete business plan and strategic analysis.Expanded the company’s global and technological reach by acquiring innovative technologies from around the world, including the U.S., India, Australia, New Zealand, Europe, Canada and South America.Reduced risk and preserved upside value potential through price and terms negotiation.Ensured financial targets were met through thorough, detailed due diligence and post-acquisition integration activities, including difficult carve-out transactions.Overcame geographic, political, organizational and technical obstacles in designing and modeling a multinational outsourcing initiative that drove $22 million in annual savings.Applied Lean Six Sigma concepts to improve the strategic plan's quality and reduce cycle time and cost.Focused business activities on strategic goals by making the strategic plan transparent to all employees, expanding participation in the process and organizing "road shows" to communicate the plan.Multiple “Achievement Club” winner.

Reported to the CFO and responsible for financial analysis, budgeting/forecasting, reporting and process improvement.Finance leader in strategic planning and budgeting. Led financial realignment during company reorganization.Improved financial reporting and analysis, including KPI, price/volume analysis, customer retention reporting, and management discussion and analysis (MDA). Developed project management skills to effectively manage multiple, complex projects.Led a cross-functional team to provide actionable, flexible customer retention reporting.Built planning and analysis tools that combined standard financial reports with non-financial sources (e.g., data warehouse), leveraging advanced features of software applications such as Access and Excel.Supervised a Senior Analyst, Financial Analyst, and three Business Unit Controllers.

Navigated organizational, cultural, and technical obstacles to design and implement the first-ever financial reporting, analysis and budget system for a new $1.0B company formed through four acquisitions. Improved senior management and investor community confidence in long- and short-term forecasts by designing automated, comprehensive, accurate models and reporting databases. Managed the conversion to SAP, defining data elements, determining roles, responsibilities, workflow and resources, performing balancing and testing, and designing reports.Overhauled the new product pro-forma model, establishing financial hurdle benchmarks, key assumptions and standardized framework. Managed sales territory planning and improved sales expense forecasting, lowering cost 20%+.Led cross-functional teams on special projects, including organizational effectiveness, sales compensation planning, direct response marketing, and the customer retention forecasting.Improved customer satisfaction by integrating the account management and sales teams. Introduced innovative sales territory planning that incorporated detailed customer counts by zip code with territory planning software to ensure equitably sized territories; Sales exceeded plan by 20%+.Produced actionable management reports, integrating SAP into routine and ad hoc reporting processes.Set sound internal controls and pricing policy, and managed finance for an acquisition integration team.Managed the division’s conversion to PeopleSoft, defining data elements and report design.

Reported to the President of Compton’s and managed staff of three. Responsible for all aspects of financial analysis and reporting, accounting policy, internal control, and monthly operating reviews. Led the integration of the company with Tribune Co. Supervised order fulfillment, accounts receivable, and customer service.

Managed one senior analyst and several clerical staff. Reported to the President of this start-up business.- Prepared forecasts, variance analyses, financial models, financial reports, five-year plan, and budgets. - Assisted Sales and Marketing with pricing, profitability analysis, and product pro-forma financials. - Established back office (credit, order processing, distribution, distribution,) financial reporting, and sales compensation plan. Grew from 12 to 81 employees; $7 million in first year revenue.Promoted from Senior Financial Analyst, where I performed budgeting, new business planning, statistical analyses and complex financial modeling.

Financial and regulatory reporting for new, non-regulated telephone equipment business.

Financial and regulatory reporting, rate case development, billing system oversight and regulatory compliance.

Annual reporting and rate case development.

Financial reporting and rate case development.