Assisting CEO's of diverse businesses throughout the Southern California area solve strategic challenges.Assisting in the capital raise for a designer/manufacturer of industrial water treatment and reuse employing proprietary UV technology. Co-authored the Executive Summary & Pitch Deck. Nearing completion of a C round of investment. Developing business plans and projections for a sports & entertainment enterprise in support of a Seed Round as well as an A round investment.Assisting with the Capital Raise for a licensing and branding business. Edited the Executive Summary and the Pitch Deck to make the documents more useful to potential investors. Joined the CEO for preliminary discussions with Investment Bankers.Performed compliance testing for a designer/manufacturer of new technology scales for revenue recognition involving ASC 605 & ASC 606Reviewed and edited the PPM for a company engaged in stem cell treatment for Traumatic Brain Injury

Through mentoring and accountability partnering help business owners improve their understanding of their business vision and strategy. This allows the business owner to focus on actions that will build the value of their business.

Led all Financial Reporting, Audit, Financial Analysis, Banking, Cash Management, Forecasting, Budgeting, Inside and Outside Sales, Marketing and Compliance functions for a $30M Provider of Professional Liability Insurance. In the role reporting to the CEO and the Board of Directors. Elected as a Managing Member of the LLC. Key Accomplishments include:Negotiated and closed the acquisition of a brokerage in Northern CA. The addition provides $3M in annual revenue and $700K of EBITDA. The deal has become a template for a “roll-up” strategy for the company.Led cost reduction efforts culminating in a headcount reduction of 20% and shutdown of an ineffective software development project, saving precious time and a $2M development cost looming.Focused the company on distributors to grow its insurance revenue. This segment has nearly quadrupled in size since the program began.Leveraged Revenue Recognition Rule Changes to create a one-time tax savings of $1.5M.

General ManagerBootstrapped the start-up from the ground up. Created and built the brand, developing the business into one of the leading On Demand CFO/Controllership and IT Service companies in San Diego.Established a service suite and forged strategic partnerships to generate revenue of $1.5M.Created a distribution business for network gear and software which grew to $500K in revenue.Added accounting & financial outsource service for SMB’s. Resulted in $200K revenue business and secured funding for clients from Commercial Banks and Private Investors. Completed Sale of the Business in Q1 2015.

Led the decision support for financial and operational concerns of a $400M business unit which included North and South America. In this capacity reporting to the Business Unit President and CFO. Major accomplishments include:Led successful negotiations with Staples and Office Depot to maintain shelf space and product location for the Zip Drive products. Efforts here preserved $40M in revenue.Successfully implemented EITF 00-25, SOX 302 and SOX 404 for the Americas.Reduced Chargebacks from $50M to $5M by working with retail channel partners.Led successful Business Process Outsource culminating in the outsourcing of certain accounting functions. The outsource reduced accounting costs by 27%.

Led the accounting and administrative functions which included Purchasing and HR for a Pre-IPO firm with revenue of $20M engaged in the design & fabrication of RFIC’s used in the telephony marketplace. In this capacity, reporting to the CEO.Secured bank financing of $5M in support of an ambitious capital expenditure plan to modernize the wafer fabrication site in Australia.Created and implemented cost accounting system using EPICOR platform for the company. Resulting in product cost reductions of 15% by understanding yield issues.Centralized the worldwide IT function to improve performance and reduced cost by $250K annually.

Responsible for all the financial, SEC Reporting, IT and administrative functions for a designer, manufacturer & distributor of multi-media projectors with worldwide annual revenue of $300M. In the role reporting to the CEO of the company and the Audit Committee of the Board of Directors of the corporation. Accomplishments Include:Guided many aspects of the successful turnaround strategy at Proxima which culminated in two M&A transactions: 1) Acquisition by ASK, ASA in April 1998, 2) Acquisition by InFocus Corporation in June 2000. Both deals combined were worth over $600MLed all sell-side due diligence on both transactions preserving the $600M valuation.Implemented a change of product sourcing to an off-shore product sourcing model. Resulted in best of breed products driving the sales growth rate to over 100% increase in revenue.Led Business Process Re-Engineering and upgrade from Oracle 10.3 to Oracle 11 environment.

Responsible for all the financial, operations, IT and administrative functions for a Regional staffing firm with revenue of $100M. In this role reporting to the Ownership Group. Accomplishments:Created and ran an operating committee comprised of the territory heads to optimize revenue opportunities. In the first year, revenue grew by 20% and profit jumped by 25%Initiated and negotiated an offshore captive self-insurance program for Workers Compensation. The program reduced workers’ compensation expense by over $2M annually.Re-capitalized the business to improve its bankability during the credit crunch. The company’s debt/equity ratio went from 27:1 to 2.2:1. Efforts resulted in a relaxation of CCR’s and better borrowing rates

Responsible for all financial and administrative functions for a $30M manufacturer of vibration analysis equipment. In this capacity reporting to the President. Major accomplishments include:Prepared the business for sale, actions included:o Planned and executed a 20% workforce reduction,o Led value engineering efforts to take cost out of the product without sacrificing function or utility,o Returned business to break-even in 4 months,o Reduced Inventory and Receivableso Teamed with the President to identify a buyer and negotiated a deal with SKF; efforts culminated in the sale of the business for 1.25 X revenue. Saved Investment Banking fees of approximately $2M.Post transaction, developed tax treatment on asset valuation, which saved over $200K in tax liability

.Responsible for Financial Management and Decision Support for the Worldwide Manufacturing and Supply chain organizations• Changed financial reporting of the company to look at the cost in San Diego to support manufacturing in Singapore. The analysis resulted in the company changing its approach about transferring all manufacturing labor to Singapore. Rather the company took a harder look at transfers so the transfers were of greater value to the company.• Actively reduced inventory by improving turnover from 3.8X to 4.5X:o Becoming involved Change Control Board “CCB”o Direct involvement in Material Review Board MRBo Approving all Purchase Orders against demand per MRPo Review Bills of Material “BOM’s” for accuracy to eliminate erroneous purchases of unneeded materials• Improved the spare and repair business profitability