At BioRender, our mission to accelerate the world’s ability to learn, discover and communicate science.Took Finance, People, IT & Legal from zero to one. Continue to manage Finance and Legal as we disrupt and navigate hyper growth in a PLG SaaS startup environment while driving high performance, building scale, and cultivating agility.

Brought in to bring best practices and position company for rapid and scalable global growth.• Revamped management view financial statements and client profitability reporting methodology to focus on gross margin analysis thereby facilitating enhanced analysis and management decision making.• Led company's inaugural bottoms up budgeting process and introduced a cost consciousness mindset to the company culture.• Restructured Finance team from a group of generalists to roles based on functional competency.• Recommended and helped implement costs savings and government subsidy initiatives generating several million dollars to the bottom line.

Parachuted in midst of company split to build Finance team from ground up of this high-growth EdTech services company.• Transitioned finance function from Kansas City to Toronto in 3 months, hired team, and opened 10,000 sq. ft. Toronto Office• Decreased reporting cycle down from 3 weeks to 6 days by in-sourcing accounting in Australia and UK, optimizing D365 systems implementation, initiating POs, automating financial statement generation, and started treasury functionality facilitating electronic payments globally.• In-sourced Canadian and Australia payroll functions and other accounting activities netting savings of over $100K annually.• Modified financial accounting system to provide information using various financial dimensions to provide better quality and relevant data to enhance management decision making.

Led transformation of the North American Finance function from supporting a portfolio of individual businesses to becoming one cohesive company. Consolidated finance roles/activities into central North American financial control function creating synergies and driving substantial cost savings.• Reduced headcount by 50% saving millions of dollars through overseas out-sourcing, realignment of departmental structures, and strategic managerial changes.• Realized reporting efficiencies by decreasing close cycle from 6 to 5 days, streamlining to single chart of accounts, and rolling out global reporting tool in North America.• Identified several million dollars in historical excess reserves, which we booked to the P&L.• Ensured strong internal control environment through internal audit and SOX compliance, balance sheet reviews, and coordinating “large & unusual” risk reporting.

Provided strategic financial direction in this high-growth, entrepreneurial start-up in the online higher education industry. Led various ERP conversions, and primed company for sale.Oversaw 3 direct reports with responsibility for financial accounting & reporting, AP, AR, payroll, treasury, tax, site management of 200 employees, insurance, risk management, procurement, contracts, and legal entity compliance. • Spearheaded acquisition/integration of our largest competitor - centralized ERP systems and financial reporting in <2 months, transitioned from a functional to a cross-functional business unit driven structure, and cross-pollinated best practices. • Coordinated due diligence, and finalized deal for successful US $650M sale to eventual strategic acquirer.• Executed transfer pricing strategy, initiated and received CDN $3M Digital Media Tax credit claim, and engaged commodity tax specialists to recover CDN $20K.• Led system conversions: from Accpac to SAP, treasury from TD to Bank of America, and out-sourcing credit card transaction processing.• Resolved control and operational deficiencies by: revamping staff, implementing PO system, out-sourcing payroll, competitive bidding, forecasting weekly cash flow, creating profit and cost enter reporting, and decreasing reporting cycle time down from 3 weeks to 5 days.

Managed financial reporting and provided detailed P&L related insights to Executive Team. Rotated through 4 roles of increasing responsibility in 5 years as follows: Regional Admin Centers Manager, Corporate Finance Manager, External Reporting Manager, and Corporate Controller.

Constructed value-added business recommendations, evaluated controls, audited compliance to corporate procedures/GAAP, and transferred “best practices” globally.

Led teams and communicated control and process improvement issues internationally

Public accounting specializing in the manufacturing, retail and distribution industries.