Today's supply chain is plagued by lost time caused by inefficiencies at transportation nodes. The problems are global, and some are out of the control of management teams. Management does, however, control the nodes in its networks. Renaissant is revolutionizing the logistics industry by eliminating inefficiencies at its customers' transportation nodes and accelerating transportation.Renaissant harnesses its customers data, processes it, and autonomously delivers optimized answers to end users at operations edge.. Its easy to use, consolidates all data in one place, makes data visible, and effectively communicates with everyone. Everyone in the chain receives all the information they need, when they need it.Our customers experience faster shipping / receiving speeds, reduced time loss, increased asset utilization, smooth yard operations, lower transportation rates, and ultimately the ability to achieve more with fewer people. These results have an unparalleled speed to value.

I designed the curriculum for Bus 841 to educate graduate students on the differences between economic and accounting income. I have three primary objectives for the course, 1) to use their knowledge of GAAP to solve for the underlying company economics, 2) to answer the question 'how does the company fund itself'? and 3) to develop their professional judgment. I show the students that GAAP, like all accrual accounting methodologies, sets rules for what cash flows to include in income and when. Sometimes these rules line up well with a company's underlying economics, sometimes they don't. The course objective is to help students identify these issues and learn how to make pro-forma non-GAAP adjustments, if necessary, to better reflect a company's actual underlying economic income.

Annapurna Investment Management provides sophisticated investment programs for high net worth clients. Strategies are individualized based on a strong understanding of the client's objectives. Common investment strategies are value, duration, volatility and momentum. Each strategy combines deep fundamental research and quantitative portfolio optimization techniques designed to emphasize risk adjusted returns. Two of my strongest beliefs underlie all of our investment programs: 1) price is what you pay - value is what you get, and 2) risk is not a fancy math abstraction, it is the potential for unrecoverable loss. These two guideposts are considered in every investment decision.

Successful hedge funds combine my favorite tools for asset selection: 1) fundamental research and 2) empirical asset pricing. At Stark I successfully led investment strategies combining these valuation techniques in commodities, equities and high yield.

I led over $2 billion of domestic and international acquisition transactions. Post Enron and in the 2002 electricity and natural gas market recession, my role transitioned to leading business turnarounds. I was a key member of a small executive team responsible for restructuring the merchant energy business. In this role I led over $2 billion of strategic transactions. In addition to my strategic and tactical contributions, the C-suite also entrusted me with being the firm’s solitary witness in a successful legal defense argued in front of the U.S. Court of Appeals for the Fourth Circuit.

I led led a successful angel investment round, and structured the sale of the business. In one short year we grew revenues by 500% and successfully sold the company in the dot-com bust for a 40% return to our angel investors.

I joined Ernst and Young’s audit practice after graduating from Kansas State University. I began in the Entrepreneurial Services and Insurance industry groups. After 2 years in audit I transitioned to Transaction Services to serve private equity companies in target company acquisitions. As I reflect on my career I find it interesting that my initial practice areas were heavily focused on special transactions and risk. My experiences at E&Y undoubtedly laid the foundation for my career.