Led stabilization efforts for various area and branch financial responsibilities during financial staff turnover including, but not limited to, journal entry preparation, account reconciliation, revenue recognition, billing & contract consult, budgeting, forecasting, job costing, special projects, etc. Collaborated with union shop east region to institute best accounting practices.

Directly/Indirectly led 6 finance & accounting leads for all corporate operating divisions. Provided leadership in job cost accounting, financial planning, record-keeping, financial reporting, debt covenants, and budget management. Ensured delivery of accounting services in strict compliance with Generally Accepted Accounting Principles (GAAP). Partnered with executive management on annual budget reviews. Simultaneously operated as interim division controller for the union shop group. • Developed scaffold allocation charge methodology on a list price basis from historical data.• Co-created reporting & methodology for both the Monthly Operating Reviews and Large Job Bid Reviews.• Co-authored the company’s Work-In-Progress (WIP) Extract Report developed for Vista by Viewpoint and rolled out to entire accounting organization. • Completed Brace’s first consolidated external financial audit creating best practices for all future audits.• Performed purchase accounting on the company’s first acquisition (Industrial & Commercial Insulators).• Initiated first accounting close schedule for the organization.• Subject matter expert (SME) on ASC 606 (Revenue Recognition from Contracts) as applied to industrial/commercial contractors.• Chaired the Senior Large Job Bid Review Committee.• Partnered with executive management on Monthly Operating Review Committee.

Controlled financial accounting, planning & analysis, reporting and cost accounting and contract administration for a $100MM+ subsidiary. Coordinated annual external financial audit. Directed monthly, quarterly, and annual financial reporting. Managed annual operating budget including P&L, capital expenditures and working capital.• Assumed control of finance and accounting function from previous owner’s holding company with 100% new personnel.• Led revision of ASC’s financial reporting to coincide with the reporting requirements for 2008 acquisition, including comparative data, variance analysis and expense category realignment.• Implemented “Per Work Hour” analytical reporting and analysis for all major customer sites in accordance with corporate accounting’s directives for job cost accounting.• Oversaw an emergency interim scaffold tracking system implementation after the crash and backup failure of the company’s J.D. Edwards inventory module.

Maintained total P&L responsibility for the $100MM+ merit shop division of Atlantic Industrial, Inc. Directed credit and collection function, internal and client billing audits, and billing processes and controls. Managed the capital budgeting process and partnered with holding company controller on external financial audits.• Revised reporting and presentation requirements for the monthly operating review with executive management; incorporating budget variance analysis with financial bridges concentrating on major customer and site activity.• Implemented quarterly forecast reporting, partnering with operational management and utilizing future headcounts, work hours and historical and contractual revenue/cost per work hour data.• Reduced AR Days Sales Outstanding from 70 days to under 60 days.• Partnered with Operations to develop bids for multiple long term customer contracts.• Developed and presented key historical financial data at the site, customer and region level to assist The Brock Group in its due diligence process prior to the purchase of Atlantic Industrial, Inc.

Controlled the South Texas financial accounting function for nationwide environmental remediation contractor, specializing in mold, asbestos and other hazardous material abatement. Managed job cost review and analysis for long term contract accounting. Conducted contract administration on all projects. Participated in annual budgeting function. Assisted project managers with job cost tracking and directed accounts receivable collection process.

Regional Financial Service Center Manager, WM Upstream, 2003 – 2005Managed financial accounting function for 50 different operating entities with annual revenues of $60MM. Interacted heavily with operations at the operating unit, territory and vertical level to ensure proper cost tracking & processing, billing & collections, financial analysis and budgeting.• Primary contributor for creating accounting procedures at the field level for cost tracking, cost processing, billing and revenue recognition during the start-up of the new division.• Created finance and accounting training manual for field personnel and taught functions via seminars and on-site visits, resulting in the proper procedural training.• Applied semi-weekly manual cash collection tracking to stabilize DSO and eliminate significant bad debt write-offs.Controller, WM In-Plant Services of Texas, 2002Managed financial accounting for 18 different operating units in Texas and Louisiana. Completed P&L and capital expenditure budgeting annually. Prepared various financial reporting for National Petrochemical Vertical and National Accounts Group.• Implemented accounting procedures to ensure separate financial reporting by operating unit.• Improved detail and methodology for allocating operations support team and overhead costs, providing management with full cost profitability by operating unit and improving future contract pricing.• Implemented integrated P&L management reporting to track overall profitability contribution by IPS customer to ensure proper contractual increases in labor pricing for existing accounts and to ensure adequately profitable pricing on new accounts.

Managed financial accounting function for 10 legal entities with combined revenue > $85M. Directed reconciliation function of 300+ balance sheet accounts on a monthly basis. Prepared various financial reporting for the Texas/Oklahoma Region and Southern Area. Completed P&L and capital expenditure budgeting annually. Prepared annual landfill models and rate packs for landfill capital amortization/depletion and closure accruals. Oversaw daily activities of all accounting personnel.• Spearheaded accounting stabilization team of 10 that reduced net audit adjustments from $10.5MM in 1999 to no significant adjustments in 2000 and 2001, providing accounting information and analysis to ensure successful quarterly and annual external financial audits during accounting stabilization period.• Implemented tracking of key performance indicators (KPI) for landfills, thus ensuring proper landfill cost amortization.