General Manager: (8/2010 – 7/2015)This position was charged with overseeing and expanding our best practice and continual improvement approach to our entire business model which included 7 related business entities and 4 local facilities. With a critical eye towards cost reduction and control, the position focused on each department/critical business area to ensure that our methods, processes and procedures were documented, audited, updated and followed. I worked closely with operations to ensure strong internal operational and financial controls are in place as well as supervised the Business Planning and Resource Development Department. I participate as a key negotiator on the renewals of all of our union collective bargaining agreements with the United Steel Workers (USW) and United Auto Workers (UAW). I serve as our ISO 9001-2008 Management Representative for registration audits and as a lead for our internal auditor team. I directly managed our precision cutting operations and Oak Park distribution warehouse in a transitional role for almost 2 years while we searched for a new Plant Manager due to a retirement. I also focused on identifying opportunities that vertically expand our core business model for the family of companies that include: Eaton Steel Bar Company, Eaton Steel Corporation, Hercules Drawn Steel Corp., Atlas Trucking Company, Atlas Logistics Company, Titan Metallurgy and Apollo Heat Treating.Controller: (2/2003 – 8/2010)Responsible for all aspects of corporate accounting, finance, technology and human resources for manufacturing division. Responsible for implementation of new accounting system and development of internal accounting procedures for manufacturing division. Monthly reporting consisted of budget comparisons, as well as, actual results of operation and financial forecasting. Coordinated efforts for significant cost reductions. Maintained banking lines of credit and relationships with all financial and insurance vendors.

Responsible for all aspects of corporate accounting, finance, manufacturing costs, technology and human resources for divisions owned and operated by Precision Technology, Inc. Precision Technologies operated three locations: an industrial grinding machine manufacturer in Milford, Michigan, a machine shop manufacturing automotive parts in Riverview, Michigan and a crank shaft manufacturer in Long Beach, California. Responsible for implementation of new accounting system and development of internal accounting procedures for three divisions. Monthly reporting consisted of budget comparisons, as well as, actual results of operation and financial forecasting. Maintained banking lines of credit and relationships with all financial and insurance vendors. I supervised manufacturing operations for three locations in Michigan and California.

As Business Development Manager for a technology division of the CPA firm Mathews, Reich, Perna & Rottermond, I managed the entire sales cycle including marketing seminars, marketing literature, lead qualifying, engagement proposals, need assessments and software demonstrations. As Solutions Consultant I was responsible for the implementation and training of our software solutions. I provided services in accounting procedure analysis and efficient use of technology. I also served as a "temporary controller" for clients in need of those services until a permanent solution was found.

Played a key role in the management of the company, responsible for all aspects of the business including finance, marketing, business development and client services. Supervised accounts receivable, accounts payable, purchasing, payroll human resources and general ledger. I produced all monthly financial reporting, budgets and forecasts. I also was responsible for marketing strategies and promotion of our products and services, including purchase of advertising, involvement in trade shows and maintenance of our website.

Worked closely with producers, account managers, creative directors and vendors to compile cost estimates for all aspects of the commercial production for radio and television. I was responsible for the on-going supervision of the job-costing file, which included purchase order generation, invoice coding, cost justification, overage reporting and job file closings. I was responsible for maintaining close relationships with the client cost consultants. I reported to the Manager of Broadcast Business Affairs. This was a temporary position.

Accounting Manager: (02/1993 - 10/1997)Coordinated all general ledger activity and submitted all reporting summaries to Fox Television Stations Home Office. The reporting consisted of daily/weekly sales pacing reports, weekly profit and loss analysis, monthly forecasts, and market share reports. I was responsible for the daily supervision of the Finance Department, including accounts receivable, accounts payable, payroll, credit and collections.Human Resources Administrator: (08/1989 - 02/1993)Responsible for processing the station’s payroll and coordinating all human resources activities. Updated and maintained personnel records. Calculated insurance premiums. Made required payroll tax deposits and filed all related payroll tax returns. I was responsible for all aspects of employee payroll and fringe benefits for over 200 employees, involving four different union organizations.