As the CFO of Phase Four Services, I lead financial operations across a multi-state footprint, overseeing Finance, Treasury, HR, and Procurement. I co-founded Phase Four Services as the umbrella laboratory management company, ensuring alignment with strategic goals and fostering strong networks with clients, vendors, and financial institutions. My leadership has guided the company through both growth and contraction phases, ensuring strategic direction and stability during times of change.Directed strategic growth from a startup to a multimillion dollar enterprise.Spearheaded the implementation of essential accounting standards, ensuring audit readiness.Established and maintained critical banking relationships in a regulated environment.Managed multi-state departments, optimizing operations and ensuring cross-functional collaboration.

In my role as Director of Business Operations at MCR Labs, I was instrumental in scaling the company from a single lab to a robust, multi-state operation. My responsibilities spanned Finance, HR, Procurement, and Business Development, where I managed and grew teams, developed operational efficiencies, and navigated the complexities of multi-state regulations.Led MCR Labs' expansion to four states, managing both growth and contraction phases.Developed and implemented HR infrastructure, growing the company from 5 to over 150 employees.Orchestrated key negotiations with clients, vendors, and regulators, building strong partnerships.Directed strategic procurement efforts, realizing significant cost savings and supply chain efficiency.

Financial Controller for Hertz, Dollar, and Thrifty brands in Canada. Directly responsible for planning, forecasting, and analysis of Hertz' Canada financial/operational performance. Provide financial support for Canada VP, including performance tracking, budgeting, cost management, and forecasting.

Rotation 3: Global TaxProject Management: Managed integration of acquired companys Sales Tax function; mapped current/future states and identified areas for improvement. Reporting to SMT: Managed a process improvement project using Six Sigma methodology; reporting directly to CFO and other SMT members. Business Process Improvement: Identified opportunities for tax savings, state tax incentives and payroll rebate programs. Forecasting/Analytics: Performed ad-hoc analysis and reporting as required by VP of Tax and Senior Directors.

Rotation 2: Hertz Equipment Rental Group, Assistant Region Controller for Western RegionOperations Management: ICC/Internal Audit - Audited seven branches for ICC and Internal Audit compliance, including auditing physical and financial controls, as well as producing an action plan to get the branches to compliance. Worked with Internal Audit to ensure accuracy of their findings, resulting in findings being reduced in severity or eliminated completely. Worked with Branch Managers to ensure compliance of Internal Audit findings and provided training/documentation as needed.Business Process Improvement: Commissions - Documented existing Commissions calculation process. Identified opportunities to improve controls around the commissions calculations process. Identified potential overpayments of commissions and weak oversight and system controls related to the manual commission adjustments process. Developed future-state process map for commissions including improved controls, transparency and audit trail.Business Process Improvement: Parts and Supplies - Managed semi-annual regional inventory process. Instituted controls and procedures around the P&S process including appointing a P&S Champion at each branch to leverage region best practices. Implemented increased controls around the P&S process in key branches.Forecasting/Analytics: Pro-Forma analysis - Worked with Branch Managers and RMO’s to consolidate and forecast revenue, assets, and expenses. Developed pro-forma financial statements for multiple branches. Performed pro-forma EVA analysis for branches.

Rotation 1: Finance Shared Services GroupProject Management/Software Implementation/Business Process Improvement – I was able to increase accuracy and efficiency in the reconciliation process by managing a project to streamline existing account reconciliations, reconcile outstanding items, and roll-out a software suite to facilitate process automation. Through leading a cross functional team I put together a trainings roadmap and development plan for key employees, and improved controls around the account reconciliation process. Operations Management – Created a process map for managing the integration process, including compiling (or creating) the necessary forms and procedures. Created a process map and timeline allowing for increased transparency of the integration process outlining all critical processes and sub-processes involved in FSS integration. Created checklists for project leaders to use during the integration process during the initiation, assessment and transition stages of the process, as well as provided guidance on post-integration review.Forecasting/Analytics – Worked with VP and senior business unit leaders to develop ad-hoc reports as well as critical projections and performance analysis. Business Planning : Worked with VP to develop 2012 Business Plan, including analysis and modeling of cost allocations and growth projections. Assisted with presenting to C-level executives. Financial Performance Scorecard: Developed a scorecard to visualize and track performance for business units according to Key Performance Indicators.

Operations Management: Drove collaboration between the Service and Operations departments to implement a significant overhaul of service center material flow resulting in an over 10% decrease in turnaround time.Project Management: Restructured Customer Service Center to reduce turnaround time resulting in proposed expansion of work center space in 2011, increased efficiency in service center operations and improved customer satisfaction. Leadership: Led effort to analyze and forecast service center needs through 2012, identified changing product mix and recommended and obtained approval of a 20% increase in the number of work center technicians, with a further 60% increase projected in stages through 2012. Managed revamp of customer service depot.Project included:Process mapping and analysis of existing processIdentifying opportunities for improvements.Mapping future state of the processPresenting to C-level company leaders and gaining concensus on implementation.Successful implementation of improvements resulting in improved cycle time and decreased cost.

Innovation: Prepared the first consolidated financial and tax model for Compass, projecting cash and tax income through 2030 for all of Compass’ investments and assets leading to the detection of a $14M shortfall. Business Development: Independently evaluated a proposed Venture Leasing business for Compass Capital by modeling cash flows through 2020 and identifying potential clients, partners and equity sources.Communication: Created marketing materials for distribution to lending and equity sources resulting in inflow of institutional funding in excess of $60M.Quantitative Analysis: Executed credit and financial analyses of proposed lease investments. Structured new deals across multiple sectors with emphasis on cash flow as well as tax optimization.

Research: Performed due diligence prior to merger of two multinational multibillion dollar corporations. Performed pre-spinoff analysis of a corporate segment of a multi-billion dollar corporation. Initiative: Volunteered to assist other departments during busiest portion of the year; created returns and provisions for 29 nonprofit organizations to leverage strengths in analysis of foreign investments.Also created returns and provisions for Corporate Tax clients, Regulated Invenstment Companies, and Non-Profits