Served as CFO for large hospitality development, operating, and investment company. Company developed, owned and managed the 1,625 room Manchester Grand Hyatt and the brand new 5-star luxury Grand Del Mar resort in San Diego (including golf course and fractional villa program), as well as other commercial and resort projects. Provided investment analysis and advice, tax planning in a highly complex legal structure environment (LLCs/LPs/C Corps), managed relationships with key lenders and potential investors, produced audited financial statements for the first time for lenders, developed performance reporting, and analyzed operating results and performance metrics.

Served as CFO for investment management firm managing a series of investment partnerships, including a hedge fund, a hedge fund of funds, and a real estate fund – under the auspices of an ultra-high net worth single family office. Over $1 billion in assets under management with 15 employees, managing all aspects of finances including estate planning, corporate structuring, investment tracking and performance measurement, trust administration for over 40 trusts, private aircraft management, tax planning and compliance (LLC/partnership and personal), and accounting/budgeting for several corporate entities. Participate in asset allocation decisions and investments, including real estate, private equity & hedge funds. Also responsible for all office operations, including HR and technology, as well as legal/accounting/tax oversight of several charitable foundations.

CFO and Regional Director of Operations, Latin America Consulting Services Miami1998 - 2001. Promoted to partner and transferred to Miami in 1998 to join Latin America Executive Committee and restructure the operations and finance functions of the Latin America Consulting division, with start-up operations in 7 countries in South America. Managed the development of infrastructure and operating models/processes in young, high-growth practices in a complex operating environment across multiple cultures. Responsible for all financial-related operations and reporting, legal and corporate structure issues, governance issues, planning and budgeting, cross-border tax issues, MIS and technology development, and knowledge management. Division had sales of $130 million with 700 consultants, and experienced a 60% growth rate in 1999. Chief Administrative and Financial Officer - EY/KL Real Estate Group Los Angeles1995 - 1998. With CEO, negotiated a merger of KL&Co. with Ernst & Young in 1995. Assisted in numerous merger integration and change management issues, and then served from 1995 -1998 in a similar capacity as CAO/CFO of an operating division of E&Y. Division had $250 million in revenues, 1,600 personnel, and experienced revenue growth of 20% in fiscal 1997 and another 25% in fiscal 1998. Member of EY Knowledge Council and Finance Committee. Reported to a Vice Chairman of the Firm.

Chief Administrative and Financial Officer Los Angeles Key decision-maker for all practice management and administrative operations for Kenneth Leventhal & Co., the nation's 8th largest CPA/consulting firm, with revenues of $150 million, which specialized exclusively in real estate accounting, tax, and consulting engagements. Managed the MIS, treasury, budgeting/ accounting/payroll, financial analysis, knowledge management, strategic planning, partner evaluation/ compensation, real estate/leasing, travel office and risk management functions; partial responsibility for human resources and sales & marketing functions. Reported directly to Mr. Stan Ross, a recognized national real estate industry expert, for 6 years. Direct authority for staff of 50; indirect responsibility for administrative staff of 300+.

Experienced business advisor with an international top management consulting firm. Emphasis in strategy development and organizational renewal. See attachment for list of selected accomplishments. Key skills include:-Planning and executing successful projects, managing large teams at high-energy levels in time-pressured situations.-Applying creative analytical techniques and frameworks to solve unique business problems; can quickly adapt to new situations with a tolerance for ambiguity-Writing and delivering effective presentations to senior client executives, as well as building consensus for action with diverse interest groups on implementation-Developing long-range strategic plans and integrated planning processes-Diagnosing organizational impediments to performance and designing change programs