Elected volunteer position. The association an its board's mission is to engage and enrich alumni and students and to represent and support the mission of the University of Pittsburgh at Johnstown, including but not limited to raising funds for scholarships and other endeavors approved by theassociation.

Financial and Operational leader with over thirty years of diverse industry experience in; accounting, operations, and information technology. Hands-on manager in growing businesses, employee development, fiscal management, financial reporting, system development, and operational performance that exceed financial goals and customer expectations. Industry experience includes: Wireless Infrastructure, Engineering & Construction, Manufacturing, & Wholesale Distribution.

Over 17 year employee who earned diverse responsibilities as a member of a leadership team that grew revenue from $600 M to $5 B, 10,000 towers to 44,000, zero small cells to 65,000 existing and in construction, and zero fiber route miles to 75,000.Original member of the senior management team selected to integrate two acquisitions and Crown’s existing Small Cell team into a National Small Cell Organization. Integrated an additional five fiber acquisitions which introduced fiber enterprise business. Responsible for Small Cell’s and acquisition’s annual budget, monthly forecasting of quarterly and full year financial performance, and monthly, quarterly, and annual financial and operational performance reporting. This includes assisting and training new and acquired financial & field personnel in Crown’s financial and business acumen to achieve budgeted results and providing monthly reporting and analysis to assist them in achieving these results. Also responsible for Small Cell office real estate through 2015 including; expansions, relocations, office mergers, and sub-leasing office properties. Coordinated the re-engineering of the job cost system in 2015 & 2016 to meet the needs of the Small Cell and Fiber construction business. During this time frame we achieved; revenue & EBITDA growth of 6 x, small cell location growth of 4 x, order backlog growth of 15 x, construction budget growth of 6 x. Team grew from a staff of four to thirty-five with for geographically based area teams and a centralized team consisting of Area Directors of Finance, Manager Network Finance, Supervisors Network Finance, Business Process Manager, Program Manager, and Financial Analysts.

Responsible for leading three geographically organized tower operation teams in executing repair, maintenance, and upgrade activities across fifteen states and 6,000 towers as well as a structural and regulatory analysis team that processed new customer application on those towers. Tower Operations team consisted of Tower Operations Managers, Maintenance Process Supervisors, Tower Operation Technicians, and Project Coordinators and the Tower Structural team consisted of Asset Managers, Area Regulatory Specialists, and Tower Structural Analysts. Primary goals of these teams are to maintain tower structure integrity and process new customer applications in a timely and accurate manner per company standards and customer expectations. This team of 70 individuals processed over 3,000 applications, 10,000 of various tower & compound inspections, closed 9,000 maintenance tickets, and completed this under our annual expense budget by 5%. In addition the team executed various special projects related to; guy anchor inspections and cathodic protection installation, hollow leg inspection and repair, datapult replacement, lens, battery, and LED light conversion.

Responsible for leading five district based teams who sell, install, and manage customer activities on our towers and within our compounds as well as manage overall district office operations. District teams consisted of the following employees; District Managers, Project Managers, Construction Managers, and Project Coordinators. Primary goals are to meet and exceed annual financial targets for service revenue, EBITDA, and customer satisfaction while working in conjunction with Sales, Asset, & Real Estate organizations and their requirements and annual financial and operational metrics. 2006 first CCUSA turnkey carrier deployments for Fibertower, 102 sites in Pittsburgh Market, and Revol deployment, including all carrier equipment acquisition, 58 sites in Indiana. 2009 initiated new fiber delivery service to tower residents generating $9 M in service revenue for the MWA and introduced service to other three Areas generating another $62 M in service revenue in 2010 & beyond. First turnkey deployment including site acquisition services by CCUSA for Clearwire in 2010 for 158 sites in Ohio Market. This accomplishment started site acquisition services for revenue business. While executing Commonwealth of Pennsylvania’s emergency communication system build from 2006 to 2010 explored, educated, and marketed potential acquisition or management of the Commonwealth’s Tower Portfolio. Assisted Commonwealth in developing their RFP for Tower Management in 2010. Authored, submitted, and presented winning RFP in 2010. Negotiated & executed final contract in 2011. First site revenue generated in January 2012 and program generates significant annual recurring revenue for both Crown and Commonwealth.During this time frame MWA District Operations doubled employees, tripled service revenue, and more than doubled tower count.

Responsible for Area’s annual budget, monthly forecasting of quarterly and full year financial performance, and monthly, quarterly, and annual financial and operational performance reporting. This includes assisting and training field personnel in financial and business acumen to achieve budgeted results and providing monthly reporting and analysis to assist them in achieving these results. In this process we identified $6 million Cricket EBITDA pick-up in July 2002. In April of 2003 we trained new Directors of Finance and their staff for the new Southern & Northeast Areas when Crown expanded from three Areas to seven. Developed District financial reporting package based on new geographic structure. Member of the team that initiated Crown’s Sarbanes-Oxley process and procedures including District level training, reporting, and evaluation during 2004. Assisted in the creation & ongoing refinement of the GLA Area Capital Committee approval process. Created & implemented Crown’s initial national sealed bid process. Managed a team ranging from three to seven Financial Analyst during this time frame.

Financial responsibilities include prepare and present SCCA’s semi-annual budget to Sony Chemicals Corp. Board of Directors in Japan. Completed upgraded of SCCA's ERP system, JD Edwards, in 1998. Improved monthly closing from 5 days to 2. Completed financial analysis and 3 month forecast by 6th business day. Conduct Finance Meeting for Executives and Managers of SCCA on 10th business day. Instrumental in reducing inventory by $5,000,000 or 64% during my tenure. Increased cash position by over $8,000,000 or 358% via improved collections and inventory management. During this time frame SCCA sales volume of base product line increased over 42%. SCCA also introduced three new product lines between '98 & '02. No audit adjustment by Price Waterhouse Coopers in the final two years of my tenure. Audit completed within budget and within SCC deadline of 11 business days last 3 years.IT responsibilities added in 1999 and included ERP system and all other IT functionality. In 2000 integrated all non-ERP IT functionality to outsourced provider, Sarcom, utilized by the other SONY companies at SONY Technology Center-Pittsburgh. Increased JD Edward system utilization from 33% to 90%. Improved system availability to 99.9%. Eliminated off-line manufacturing production reporting system. Installed E-Commerce system May of 2001. Installed Automated Data Collection Inventory system 2002. Elected President of Western Pennsylvania JD Edwards Local User Group June 2001 and retired in 2005.Additional business responsibilities and accomplishments include SCCA received their first President’s Award for best financial performance of a SONY Chemicals business unit FY’99. Coordinated relocation of acquired business from Charlotte to Pittsburgh in April 2001. Relocated West Cost Sales Office from San Jose to San Diego in June 2001. Conceptualized new sku based manufacturing and sales strategy August of 2001.

Responsibilities included analyzing financial statements, accounts receivable and inventory, supervised physical inventories, administered insurance programs. Identified $200,000 fraud scheme in Credit Department and obtained employee confession. Managed fraud documentation and insurance claim with 96% of claim paid.Promoted to Credit Manager 10/94 to re-engineer Credit Department. Approved credit, coordinated collection activities, wrote department procedures, installed credit card payment system, throughout five distribution centers located in three states. Reduced Days Sales Outstanding from 57 to 50 and increased audit AR confirmations from 37% to 69%. Coordinated Pennsylvania Sales Tax Audit and won appeal of findings saving $80,000.

Responsible for Accounting, Information Technology, Human Resources, and all Insurance programs. Supervised 9 employees, reducing cost of department for three consecutive years. Implemented company wide Section 125 benefit program. Installed new JD Edwards computer system.

Responsible for managing construction budget for $200 million continuous caster project in Birmingham, AL, including back billings, pass through billings, percentage completion reporting, cost and completion forecasting. $200 million continuous caster & rail mill in Sydney, Nova Scotia, including exchange rate management, and similar responsibilities listed above and site visits. Also responsible to back up corporate cash manager in their absence.

Responsibilities included construction budget management and analysis, month end closing entries, reporting, reconciliations, and analysis, accounts payable supervision, inter-company reconciliations, and cash flow forecasting.