Contracted by PE to serve as Interim CFO for CivicPlus a municipality technology company. Critical repsonsibities in this role were as follows: - Execute the final stages of a large acquisition as well as securing the necessary capital. - On board debt and develop necessary bank compliance reporting. - Develop PE and Board reporting pack. - Lead the F&A organization in annual audit process as well as ASC 606 revenue recognition compliance.

As a Subsidiary of Construction Supply Group, Construction Supply Group is a leading distributor of specialty construction materials in the US and Canada. With 87 branches, over 1,100 associates and 6 operating companies and 90,000 sku’s. Carter-Waters revenues are in excess of $140M annually. Serve as both a financial and strategic business adviser to the leadership team and President. Support and advise on the short and long-term financial performance of the division. Provide leadership in the development of strategic financial objectives and ensure alignment with the master growth plan of the organization. Critical role in leading key integrations of acquisitions, and also providing expertise in shareholder value creation.

UBC is a $350M contract research organization (CRO) and subsidiary of Express Scripts International, a leading pharmacy services company.Coordinates and executes CFO-level responsibilities that include externally reported financials as well as internal management financials for UBC across North America, and Europe. Directs the efforts of a team of 25 professionals engaged in Shared Services throughout the United States and Europe.Led Revenue Recognition restructuring to align with new ASC 605-606 pronouncements; this allowed operations leadership to improve contract profitability by more than 5% points. This translated to incremental EBITDA of $10M-$12M. Introduced FTE “utilization” metrics to Executive leadership team. This initiative lead to the opportunity to refresh and scale properly the billable resources for the company allowing for annual savings in excess of $7M.

Focused on establishment and build out of Finance department infrastructure and cash flow optimization including implementation of financial information systems for budgeting, forecasting, and business intelligence,. Other duties included managing general accounting, treasury, bank covenants, annual tax preparation, annual budget,financial analysis, AP, and A/R. -Creation of FP&A: The Company coming out of the integration phase of a merger found that it struggled without a dedicated FP&A team. Interviewed, hired, trained, and on-boarded 1 director and 5 analysts in 90 days. The end result was the creation of processes and cadence leading to disciplined budgeting cycles, and standard monthly reporting packages to the Board as well as internal management. -Pricing/Risk: Contract arrangements were complicated by dated assumptions and inflation. Rebuilt pricing strategy that could anticipate these fluctuations to manage risk yet find favor with the customer base. Persuaded the sales team to stay within the margins that the rebuilt pricing produced. This resulted in increased margins of 100 basis points while marginalizing risk.-Benchmarking: Created the company’s first benchmark analysis. This involved interviewing industry analyst as well as collecting data from various sources. The result of the analysis showed the company overhead was not scaled properly versus the industry. This resulted in an overhead reduction initiative of $6M which was achieved within 9 months-Cash Flow Optimization: The Company needed to maximize cash in order to fuel expansion. Developed initiatives to drive improvements throughout the cash conversion cycles. This resulted in DSO’s improving from 45 to 41 days and cash conversion cycle ratio improving by 5 basis points which resulted in free cash flows improving by 20%.-Internal Controls: Instituted internal controls including the segregation of duties to ensure accuracy of the financial statements.

Directed finance operations team of 12 encompassing Controllership, GAAP, Decision Support, Budget, Planning and Analysis, within the Consulting, Maintenance and Hosting-Managed Services line of business ($750M in total revenues)Selected Achievements: • Led start-up and coordination of $100M Managed Services business and modeling a 3 year plan with effective measures.• Led the redesign of the annual and long term budgeting process which aligned reportable drivers of the business and reduced the timeline to the board by 2 weeks.• Managed financial systems infrastructure implementing Workday PSA which improved the close cycle by 2 days and reporting accuracy was significantly enhanced.• Shifted organization from product centric focus to customer centric focus on profitability. Performed an analysis on our 6000 customers specifically on CLV (customer lifetime value). Led the methodology on cost allocation integrity for this analysis. CLV is now a staple in the strategic and annual planning cycle.

Directed finance operations of a $340M and 1,100 employee consulting organization. This encompassed Controllership, Project Accounting, Project Profitability, Decision Support, Annual Budget, Planning and Analysis, and Strategic Planning. 5 direct reports and 3 indirect reports.Selected Achievements: • Pricing and profitability analysis on over 300 fixed bid implementation contracts. This involved analyzing percentage of completion associated with revenue recognition, identifying gaps in scope work, and profitability analysis by solution delivered. The exercise led to an increase of 12% to our services gross margins and average forecasted variance was -4%. • Saved $30M in labor expense run rates and shifted offshore workforce from 35% low cost to 65% through establishment of low cost centers of excellence in India and Poland. • Played integral role implementing Workday HCM globally. • Built bookings-to-revenue data repository (Essbase) on consulting services line of business and mentored analysts on the power of data analytics. Through this exercise our team created a powerful set of predictive revenue indicators that improved revenue forecasting by 20% and allowed for effective business decisions.• Implemented new analytics and metrics based forecasting tool and process allowing for real time fact based decision making. Effective methodology adopted by +50 global users. (Americas, EMEA, ASPAC)

Led central financial planning and analysis team supervising 8 supporting the CEO and CFO. Provided management reporting including leading the annual budget process and monthly financial reviews with the lines of business.Selected Achievements: • Financial lead to acquire two target companies deploying over $500M in capital and doubling the business over 3 years and increasing shareholder value by 75%. Identified and realized over $50M in synergies. Interfaced with bankers, lawyers, and auditors through all stages of diligence and closing. • Developed robust valuation model that synthesized seller and buyer inputs and was used as a negotiating tool as well as a tool for deal assessment. Tool included key sensitivity analysis and discounted cash flow.• Aligned financial reporting with value-generating initiatives by crafting C-level scorecards linked to drivers of shareholder value. Presented initiatives to executive management team. • Created weekly trend reporting and monthly executive dashboard reporting for senior management to help assess forward-looking predictive indicators of business performance based upon recent history and forecast. Set corrective action plan when variances fell outside of tolerances.• Performed cost effectiveness analysis on all applications taking into consideration life cycle / capital costs, maintenance and operational costs. End result was identifying potential savings of +$1M.

Responsible for ERP system projects which included designing, documenting, and building planning applications, G/L upgrades, and data warehouse reporting.Selected Achievements: • Led the implementation of an enterprise wide financial planning and budgeting tool (Hyperion) for 500 users across 28 entities globally. Responsible for documenting the policies and procedures for the new system.• Led the Peoplesoft G/L accounting upgrade which included a complete redesign of the chart of accounts.• Achieved 100% user acceptance after redesigning financial systems reports from dozens of variations into a single set of standard reports.

Manager – Enterprise Performance Management - Worked directly with Senior Executives, Directors, and Stakeholders to deliver business intelligence regarding business strategy, corporate performance management and enterprise resource planning (ERP), including: pricing, supply chain management (SCM), customer relationship management (CRM), HR management, and product development. Selected customer highlights included:• Digital Marketing Agenecy –Created data models leveraging multiple regression and statistical functions that enable digital marketing arm to have a powerful set of predictive indicators on buy impressions from publishers (cost per thousand), sales to advertisers (cost per click-revenue), and conversion of impression to clicks (click through rate) . Leveraged same approach on content delivery side with respect to bandwidth cost per unit. Forward looking accuracy improved 7%. •Sprint - Designed and developed weekly executive scorecards/dashboards, and director/ management level reports to identify predictive indicators. This resulted in a 10% improvement to forecasting accuracy.Other Notable engagements and success stories• Yellow Roadway -Global management reporting system -HFM -Global planning and forecasting redesign -Metric driven scorecards• Kansas City Southern Railroad -Internal reporting package -Executive dashboard • Compass Minerals -Sales forecasting process redesign -Transportation Metrics reporting• Sprint Financial Consolidations -HFM KPI dashboard