The Gold’s Gym SoCal Group boasts twelve locations owned and operated by the Banos brothers, who opened their first gym in North Hollywood in 1988 and celebrated 25 years in business in 2013. The Southern California area locations include North Hollywood, Hollywood, Downtown Los Angeles, Thousand Oaks, Simi Valley, Culver City, Fullerton, West Covina, Valencia, Santa Ana, Arcadia, Montclair and 3 locations in Santa Barbara.The company's mission statement is, “To provide facilities, programs and staff that motivate, support and lead every member in their pursuit of a healthy, productive and enjoyable life.”

Providing financial services and insight to entrepreneurial businesses. Contract-based company for specific scopes of work setting up accounting, reporting, regulatory, point-of-sale and training systems. Particular emphasis placed on financial statement review, Maximizing use of technology, and opportunities for operational efficiency gains.

Premier health-and-fitness enterprise operating three facilities representing 350K square feet of property and 45K+ members and patrons. Engaged in multiple roles of increasing scope and responsibility throughout tenure, directing comprehensive architecture and development of all financial and information-systems programs. Collaborated with CEO and President to ensure financial and technological infrastructures supported period of substantial capacity growth. Orchestrated daily operations across Accounting, Information Systems, Retail, Food & Beverage, Central Distribution, and Web Commerce, leading team of seven direct reports and responsible for 120+ personnel. • Reduced comprehensive legal and financial risk for all corporate operations by designing and implementing key systems and controls that achieved full compliance with GAAP, PCI, and HIPAA. • Pioneered evolution from labor-intensive, paper-based accounting system to network of business platforms integrated with single ERP, expanding Accounting and IT head count 400% despite nearly 800%+ growth in transaction volume. • Instituted robust Electronic Health Records [EHR] and Practice Management [PM]system governing all medical transactions, successfully reducing rejected insurance claims by 30%, expediting payments by two weeks and strengthening HIPAA compliance. • Championed implementation of online account-payment and scheduling system that eliminated need for manual check-payment processing and 25% reduction in phone-in appointments. • Managed all budgeting, project costing, financing relationships and covenant reporting associated with $52M construction project.• Led development and launch of online web- and mobile-based application supporting key business line, 20/20 LifeStyles Program, driving online sales of branded product offerings, educational videos, and connected services. • Development and implementation of company-wide administrative and management procedures, policies and workflows.

Role comprised of 80% of the scope as outlined in the position of Chief Financial Officer (2006-2013). During this earlier period, company size was approximately 60-70%. Also during this period divisional oversight did not include retail, web commerce and central distributions as these departments did not evolve until later. However, supervisory responsibilities did include that of human resources. Note: Many of the accomplishments listed under the CFO role were started during this earlier position.

Duties included full responsibility for all company financial activities as well as direct oversight and management of all finance staff and daily operations. General ledger oversight, auditing, and occasional reconciling. Responsible for organization-wide technology systems.

Scope comprised of oversight and daily operational management of Membership Accounts as well as Accounts Payable staff and functions. Developed new systems supporting member services engagement and communications.

Assisted in the opening, staffing and subsequent management of the company's first onsite restaurant. Scope included direct oversight of production and cash handling staff as well as shift responsibility for entire restaurant. Set up initial point of sale system, kitchen operations manual and inventory system.

Positions spanned from Assistant Manager of full-service steak and seafood concept restaurant, to management of corporate dining operations, multi-unit regional supervision and corporate client liaison. Recognized as youngest Sr. Food Service Director for Saga Corporation in mid 1980s. Saga was a national contract food service company and owner of Stuart Anderson's as well as several smaller restaurant chains, acquired by Marriott Corporation in the late 1980s. Held similar roles for two other companies post acquisition.