Burkland gives startups a solid foundation to grow with confidence. We provide the expertise that makes economic sense for all growth stages - ranging from Pre-Seed to Series C. Our on-demand CFOs, accountants, HR, and tax experts give strategic guidance to ease a company’s growing pains and provide financial and operational insight to scale. Burkland serves 800+ early stage businesses across the United States. Learn more at - https://burklandassociates.comContact:E: pchouinard@burklandassociates.com

Burkland Advisory & CFO Practice | Health SaaS, HealthTech, Medical Research

Burkland Advisory & CFO Practice | Health SaaS, HealthTech, Medical ResearchInternational Operations

Burkland Advisory & CFO Practice | Consumer

Burkland Advisory & CFO Practice | Health SaaS, HealthTech, Medical Research

Burkland Advisory & CFO Practice | Luxury Goods, Consumer, ManufacturingInternational Operations

Burkland Advisory & CFO Practice | Health SaaS, HealthTech, Medical Research

Burkland Advisory & CFO Practice | Consumer, Fashion

Burkland Advisory & CFO Practice | Consumer, eCommerce & RetailInterim Role

Burkland Advisory & CFO Practice | Software Consulting ServicesPrivate Equity + Exit

Longtime family/board advisor | Consumer | Napa Winery | Family Business- Operating partner/advisor prior to sale- Exclusive Financial Advisor for sale of winery to JCB (December 2021)

Recruited by The Linde Group (www.linde.com) to lead the creation of a new consumer facing company focused on leveraging intellectual property related to medical grade gases from the parent company. Initial product leveraged pure oxygen capsules with a wine/bar tool we called Velv to "age" wine in minutes instead of years. Led a lean 3-person executive team that fast tracked a broad range of tasks to bring a highly technical new product to market in less than 9 months. Key successes included:- Creation of a US based company and related governance for a wholly owned subsidiary of The Linde Group- Hiring of CTO/Chief Engineer and integration of existing financial and marketing consultants into C-Suite roles.- Collaborative team development of business strategy and financial plan.- Board/shareholder relations- Exit planning after the news that parent company had been acquiredC-Suite Team Highlights Included:- CFO led Implementation of NetSuite as the underlying operations infrastructure- CMO/CSO led development of a comprehensive brand strategy, product validation and GTM plan- CTO led re-engineering and testing of a previously untested prototype device, Production startup of Chinese based contract manufacturer- Team success in 3PL and Customer Service capability development- Team highlights also included the breadth of activities tied to the unexpected dissolution directive received related to the M&A announcement and purchase of The Linde Group.

Three Hoots was a boutique “cause-based” Napa Valley focused portfolio of ultra-premium wines. Winery sold in 2011 - now Mira Winery (www.miranapa.com).

Consulted on branding and direct to consumer channel launch.

Adjunct MBA Faculty/Lecturer in Corporate Finance.

Promoted to chief executive officer reporting to Chairman and the 4th generation board of directors. Charged with continued leadership of restructuring initiatives started as CFO, amidst a period of high leverage and related challenges, as well as an identification and leadership of a broad range of transformation style initiatives that eventually led to the complete turnaround and profitability of the business. The role was initially very hands on but after an intense period of restructuring transitioned to a more traditional organizational leadership role after the development/codification of the family's vision/mission/values, the translation of the vision into a "blueprint for growth" business plan, implementation of operational governance (policy & reviews), a board of directors structure, and the hiring of a new executive leadership team to augment innovation, implement the "blueprint for growth," and to lead a broad set of functional changes.

Restructuring CFO

Adjunct MBA Faculty/Lecturer in Corporate Finance.

Smart & Final Foodservice was a wholly owned subsidiary of Smart & Final, Inc. Interim restructuring CFO for Smart and Final Foodservice division- Prepared business for sale to Sysco Foods- Identified accounting anomalies, leading to restructuring and financial restatement

eLegius was an entrepreneurial venture that leveraged the founder's knowledge of the law, insurance and torts to revolutionize how claims can handled between a claimant and the insurance company. Claimchoice.com was a B2C SaaS.

Selected to run the corporate strategy function, to build upon my earlier career successes in value creation, collaboration and to broaden my overall leadership perspective. Selected a strategic management tool as an enabler for creating strategic alignment throughout the company. Led the implementation of the Balanced Scorecard as the Strategic Management system throughout the company incorporating strategy development and review at the executive, division, function and education/incentives to complete alignment down to the individual (Professional) level.

Promoted from initial role as Division Financial Manager to Director/Division CFO to integrate the Finance and Accounting organization in support of a growth minded Prepared Foods Division and to continue leadership as finance leader. Role included staff in six locations/3 states (CA, AL, OR) encompassing 100s of ranches and five plants. Additional corporate responsibility included select projects and supervision of the accounting for the retail trucking/distribution group.Achievements:- Demonstrated collaborative leadership style during two division President changes and helped execute two successful acquisitions. Led integration team for first acquisition, providing on-site leadership in Alabama for four months to fast track acquisition and integration.- Led the design/development/implementation of a trade promotion accounting system using Access and a Hyperion 'data cube' that enabled product and channel/region profitability reporting and trade promotion effectiveness analysis. - Contributed as a member of the SAP steering committee in support of the implementation of SAP as the new company ERP.

Promoted to my first "cross functional general management team role" within General Mills charged with driving the complete turnaround of all operational aspects of the Yoplait West operations and to defeat a currently active unionization attempt. Role also included regional responsibilities tied to new product co-packing arrangements. Led zero-based activity led planning efforts to help support and drive value creation efforts. As part of the management team was a visible and collaborative leader that helped lead shift meetings to ascertain reasons for the unionization interest and helped draft policy changes to meet objections. Served as the co-chair of the safety committee, partnering with HR to review safety culture and to lead the committee through a change of mindset and the supporting policy changes. Led the team that implemented SAP at the plant including activity-based-costing and MRP. Achievements:- Defeated unionization attempt- Implemented SAP- Achieved a complete turnaround in financial, quality, safety, customer complaints and the order fulfillment rate, saving millions and establishing a culture of excellence. Received division awards for overall performance leadership and separately for leading efforts that resulted in a perfect safety record.

Successful acquisition of Colombo by Yoplait. Financial Integration completed in less than six months. Awarded the General Mills' Chairman's Award for Excellence.

After several roles in accounting, treasury and financial planning and just prior to graduating with a Masters of Science in Finance was promoted to Corporate Controller. Successfully separated balance sheet between refrigerated cup yogurt and frozen yogurt in advance of acquisition by Yoplait. Held Controller role during transition and integration completing dual audits by both selling firm (Colombo) and buying firm (Yoplait) and transparently briefing both parties on results. Effectively managed Colombo accounting team while also executing responsibilities as the finance integration lead.Colombo Yogurt Roles:Corporate Controller – Colombo Yogurt (1993 - 1994)* Yoplait acquires Colombo December 1993Accounting Manager – Colombo Yogurt (1991 - 1993)Corporate Senior Financial Analyst – Colombo Yogurt (1990 - 1991)

In the 1980s, the 2nd largest toy retailer behind Toys R Us. Supervisor of Merchandise & Inventory Accounting (1988-1990)Financial Analyst (3 Months, then Promoted)