TechCXO is a professional services firm that pioneered the On-Demand Executive model. Our partners are all experienced CEOs, COOs, CFOs, CMOs, CTOs, and CSOs (Sales). We help solve your critical issues around driving revenue growth, entering new markets, obtaining capital, and improving margins. Every TechCXO partner has successfully led multiple organizations as a C-Suite executive. We combine practical experience, comprehensive resources, and best practices to deliver objective, high-value results.https://www.techcxo.com/team_members/robert-toth/Contact me at bob.toth@techcxo.com

Leadership | Executive Management | CXO | Executive Membership | Executive Networking | Professional DevelopmentThe Executive Forum is a pre-eminent senior executive network organization devoted to enabling its members to maximize career success and enjoy continual professional growth, enrichment, and satisfaction. http://www.executiveforum.org/who-we-are/

Consulting | Board | Management | Advisory | Interim | CEO | COO | CIO | CFO | services | for-profit | non-profit | Private Equity | Global | Domestic | International Building scalable operating infrastructures to enable and support growth, improve value, and overall financial performance.Disruptive | Innovation | Continuous | Improvement | Business Continuity | Planning | Technology | Process Re-engineering | SaaS | ERP | CRM | IT Management | IT Infrastructure | IT ServicesA professional services business advisory firm focused on providing interim CEO, COO, CFO, CIO, and CRO services to for-profit, non-profit, and professional services companies. Boards and Management advisors focused on turn-around management, modernizing and scaling systems, business processes re-engineering, talent management, and productivity improvements, positioning companies for growth and improved financial performance. Other services include global operations and international expansion, organization alignment, finance and accounting management, supply chain management, information technology, technology infrastructure, business development, sales management, and strategic M&A.

Interim COO for the largest public health non-profit in NYC. Contracted to take a leadership role helping transform and modernize a 60-year-old government-funded legacy everything organization. Responsible for Finance and Accounting, Information Technology, Human Resources, Facilities, and Real Estate, Procurement, and Administration. Serving the CEO and management team redefined the responsibilities of the Office of the COO, assessed and hired talent, and upgraded the operating infrastructure leading a full-scale ERP implementation, change management, organization realignment, and business process re-engineering effort. Developed shared service capabilities identifying redundancies and productivity improvements. Led transition to a single source of all critical financial information eliminating spreadsheets and other redundant and some times misleading data sources to promote a single source of truth for fact based informed decision making.Responsibilities completed upon the hiring and transition of responsibilities to the permanent COO, the CFO role replaced, ERP project planned, project leadership, and governance structure established, change management discipline created and the core accounting functions implemented and rolled out to the organization.COO | CFO | CIO | CHRO | Procurement | Shared Services | Government | Nonprofit | ERP | Change Management | Process | Project Management | Project Governance | Information Technology | SaaS | PMO | Steering Committee | Board | Talent Management | Organization Alignment

GloPak USA Corp. is a full-service glass and plastic packaging company serving distributors throughout North America. They offer packaging solutions to the wine, spirits, beer, food and beverage industry as well as the pharmaceutical, chemical, personal care, and cosmetic industry. Served ownership as initially the interim CFO and then Interim CEO. Working with the Investment Banker, responsibilities included advising ownership, prepping the company for much-needed debt financing, evaluating and updating Asian manufacturing and supply chain, Warehouse and 3PL, internal systems, processes and people, ERP and CRM implementation, sales process management, expense management, and organization re-alignment. Identified and hired experienced talent and formed a Senior Leadership Team responsible for operating the company day to day.Responsibilities completed upon the creation of the senior leadership and hiring talent to fill key roles, initial debt financing request declined, a turnaround plan completed and provided to ownership for execution.CEO | CFO | ERP | CRM | Sales | Warehouse | 3PL | Banking | Debt | Leadership | Turnaround | Talent | Organization Alignment | Inventory | Operations

Served as a trusted advisor and strategic partner to the Board of Directors while bringing proven business acumen to a non-profit. Shepherded Smile Train through a transition to new management.Positioned Smile Train for growth and global expansion by developing staff and implementing highly scalable processes and systems.Provided leadership and drove needed improvement in policies, processes, procedures, and operations related to Finance, Accounting, Banking, Human Resource Management, Information Technology, Grant Operations, Vendor Management, Contract Management, Outsourced Services and Regulatory Compliance supporting the operations and expansion in countries around the globe.Success Highlights:•Markedly increased the scope of the organizations' outreach in countries including The United Kingdom, Germany, China, United Arab Emirates and subject to final approval foundations in Indonesia and Canada. •Upgraded staff improved all financial and process controls. Standardized financial audits and improved all WW financial reporting in compliance with GAAP and local statutory compliance.•Upgraded the IT environment to support all WW technology requirements. Implemented numerous systems and hardware upgrades. Created processes and established policies that positioned the IT function to continually improve the quality, security and delivery of reliable IT services WW to staff and Smile Train Partner Hospitals.•Lowered benefit costs while expanding benefit offerings to staff. Standardized performance reviews and addressed compensation requirements to incentivize staff, stay market competitive and meet Board requirements. •Improved and established process controls and requirements for grant processing lowering risks related to partner compliance and fund utilization.•Improved cash disbursements and procurement processing by implementing scalable processes, financial and expense controls in support of the Board approved policies.

Developed, directed, managed and led teams responsible for growth and business expansion:Global Business Development•Successful sales strategies and global sales organizations (direct & channel)- generated hundreds of millions of dollars of free cash flows and new revenues at a market value in excess of $1B. •Revitalized the largest and most challenging global accounts generating significant revenues and cash flow with customers including EDS, CSC, AT&T, FDC, GE, AMX, Citibank and others.•International market expansion- Middle East, Africa, South America and Japan generating well over $250 million in new revenue.•Strategic partners- leading technology application and platform providers such as Microsoft, SAP, Sun, HP, Intel and others.•WW business applications product business units- ERP, Accounting, Banking and Warehouse Logistics products.Business Operations•WW Channel and Consumer (B2C) ecommerce business model(s) building the infrastructure and required business, accounting and legal processes to enable the new WW route to market.•Business Transformation Team that conceived and guided implementation of business process and IT application system changes necessary to meet new business challenges.•Operations of the WW professional services organization- PMO and systems, processes, compensation, P&L, budgets and business planning. •Delivery of industry best practice Project and Portfolio Management (Clarity) to the IT department and project methodology standards.Finance and Accounting Management•Operational elements (people, process, systems, sales and accounting) and integration of many M&A transactions. •IT Project Accounting Office- project budgets, labor sourcing, project cost accounting, labor capitalization and cost controls.•Operational accounting department- supporting company growth from $100M to greater than $1B in new license billings, repetitive and annual renewals, responsible for contract management, A/R and sales compensation.

Primary responsibilities as a Senior Accountant, CPA within the audit department