Dave Robertson Email & Phone Number

Ann Arbor, Michigan, Us

BELFOR Franchise Group is one of the largest and most respected franchisors in the nation. With some of the strongest franchise opportunities on the market, BELFOR Franchise Group is a dominant brand in the restoration, home services and commercial cleaning industries. For over a decade, BELFOR Franchise Group has been empowering entrepreneurs to own businesses that are not only designed for growth, but also provide a meaningful service to their communities.

Brooklyn, Ny, Us

Ann Arbor, Mi, Us

CORPORATE PROFILE: A $75M healthcare systems research and consulting group with 400 employees. RESPONSIBILITY PROFILE: In my last role, I reported to the CEO with a $4M OPEX, $1M CAPEX, and 20 employees with four direct reports. I was promoted after restoring order within the accounting department. My responsibilities included overall operations of the accounting, contracts and legal operations, and facilities functions, including day-to-day internal and external reporting, internal controls and compliance, treasury, audit and tax, contract management, procurement, and facilities management. I also delivered financial advisory to the rest of the leadership team and Board for enhanced organizational decision-making.ACHIEVED IN THIS ROLERECRUITING & MENTORING• After a critical leader exited, several positions needed to be filled before contracts could be secured again. I filled immediate gaps as Acting Director and quickly formulated a plan for near-term response. We secured assistance and navigated a lack of legacy knowledge to build out role criteria. Then I hired a firm to become an interim partner. Within four months, we secured a HIPO talent as the new Director and built out the team with a new structure that was more efficient than before.LEGACY MODERNIZATION• IT systems were not meeting business needs, so I determined to modernize systems. I partnered with the Head of IT and CHRO to implement cloud-based HRIS, payroll systems, an ERP platform, and AP automation. I integrated all tools within the reporting platform in a secure cloud environment, relieving the need for on-premise systems. This integrated core systems for the first time in the company’s history, reducing costs, enhancing efficiencies, and improving reporting accuracy.

Ann Arbor, Mi, Us

ACHIEVEMENTS CONTINUEDCASH FLOW / WORKING CAPITAL OPTIMIZATION• The CEO commissioned me to develop the infrastructure to manage cash flow and working capital needs. I analyzed historical monthly cash activity, forecasted short- and mid-term cash needs within each entity, and collaboratively developed new structures. This model became SOP and Best Practice, as it enhanced visibility, enabled more effective distributions, and assisted in identifying additional investment opportunities.BUDGETING & FORECASTING• The Board tasked me to improve information dissemination methodologies for better decision-making related to budgeting. Over two months, I constructed a two-year rolling forecast model that captured financial projections monthly/quarterly, updated it every two to three months for each board report-out, and gathered all current revenue pipelines from all BUs. This provided the Board with timely and actionable insight into the current and future prospects of the business for enhanced decision-making.STRATEGIC PLANNING• The CEO commissioned me to draft full financial models to support a new five-year strategic plan. I gathered information over 30 days from all BU leads, the leadership team, and external consultants, developed five-year projections for all new and future services, documented key assumptions, and pressure-tested against market data. This plan transformed the culture, aligned the organization around a shared vision, and secured a supporting multi-million-dollar investment with full Board approval.

Ann Arbor, Mi, Us

ACHIEVEMENTS CONTINUEDASC 606 ASSESSMENT / IMPLEMENTATION• The CEO called upon me to achieve compliance with a new accounting rule (ASC 606), so I developed a plan, assessed/documented the applicability of the standard to all contract types, changed current practices to align revenue recognition methodologies, educated business leads, and ensured accuracy through an external accounting firm. We achieved compliance and maintained clean audit opinions throughout implementation and thereafter.POLICY DEVELOPMENT• Accounting and finance SOPs needed to be updated. I resolved to intervene to maintain compliance with government contractor regulations–an identified risk factor. I crafted a new set of comprehensive policies and procedures, ensured alignment with current practices and compliance with the latest regulations, utilized a third party to review SOPs, and made all final signoffs. Within a year of implementation, the organization’s accounting system was audited and passed without any compliance issues.DIVESTITURES• Two subsidiaries were bleeding cash, and leadership desired to divest, so they challenged me to maximize returns as the businesses dissolved. For each transaction, I developed comprehensive financial due diligence materials and led all financial discussions with prospective buyers as part of their due diligence processes, including remedying the buyer of one subsidiary concerned about an eight-year lag in federal contract billing rate approvals. Both entities were divested, which delivered multi-million dollar returns to the organization and significantly reduced costs.

Ann Arbor, Mi, Us

RESPONSIBILITY PROFILE: When I started for Altarum, I reported to the CFO with a $1.8M OPEX, $400K CAPEX, and seven employees with two direct reports. I was recruited to the company by the CFO after the company’s government contractor status was threatened by subpar accounting performance, which incurred two material weakness citations, amongst other deficiencies. Over the following 60 days, I rebuilt processes (controls/workflows/monitoring/oversight) and led data analysis of audit and accounting processes. These efforts became SOP and Best Practice, closed all backlogs, and the organization passed a critical audit that enabled it to maintain its government contractor status in good standing, which would have greatly hindered the organization’s growth if it failed (such contracts comprised >80% of revenue). Three subsidiaries also used these processes to clear their backlogs, and I was promoted to CFO as a result.

Troy, Mi, Us

CORPORATE PROFILE: A $170M accounting and financial services firm with 900 employees. RESPONSIBILITY PROFILE: In my last role with Rehmann, I reported to a Senior Principal with eight employees (and five direct reports). I was an Executive co-responsible for the local audit and advisory practice, which included recruiting, talent acquisition and development, and signing audit reports. I managed resource allocation and business development objectives for the local assurance practice, which was one of five offices encompassing 200 employees. To sustain growth, leadership charged me to undertake business development efforts to attract new clients while maintaining the existing client base. I built and fostered significant client relationships through in-depth needs assessments, identified growth opportunities, and networked to develop brand recognition. This secured new clients with near 100% retention while delivering personal sales (for a ~$1M book of business).ACHIEVED IN THIS ROLEACQUISITION DUE DILIGENCE• A new client wanted to grow through acquisition, so a Partner called upon me to intervene. I crafted a comprehensive financial due diligence analysis comprised of a QoE analysis, earnings normalization of financial performance, and an internal audit to validate data and ensure accuracy. The analysis led to the successful acquisition, and the client retained Rehmann for a multi-year contract for all external auditing, tax, and advisory support services.FORENSIC ACCOUNTING EXAMINATION / FRAUD DISCOVERY• A local law firm recruited Rehmann to execute forensic accounting work for a potential case. A firm Partner called upon me to lead this effort, despite the firm lacking a roadmap for this type of initiative. Within two weeks, I developed a forensic accounting examination approach, examined all records, conducted reviews of each partner/select staff, and documented results. This process uncovered fraudulent activity instrumental in the court case’s verdict.

Troy, Mi, Us

RESPONSIBILITY PROFILE: In this position, I reported to a Senior Principal with eight employees (and five direct reports). I co-led the local audit and advisory practice, including recruiting, talent acquisition, and development. In addition, I managed resource allocation and business development objectives for the local assurance practice within a five-office, 200-employee region.

Troy, Mi, Us

RESPONSIBILITY PROFILE: As Manager, Assurance, I reported to a Senior Principal with five employees. I functioned as a local audit and advisory practice leader, managing resource allocation and business development objectives for the region, executing complex accounting and auditing work, supervising engagement teams, and collaborating on other various initiatives with the team.

Troy, Mi, Us

RESPONSIBILITY PROFILE: Here, I reported to a Senior Manager and was in charge of technical, day-to-day execution of audits and supervision of engagement teams.

Troy, Mi, Us

RESPONSIBILITY PROFILE: When I started with Rehmann, I reported to a Manager and was responsible for entry-level tasks correlated to audit testing, including sampling and testing detailed transactions.

Gb

CORPORATE PROFILE: A $45B “big four” financial services and accounting firm with 295,000 employees.

Bachelor Of Arts - Ba, Accounting, Economics Management Minor

Chief Financial Officer Program