Private Equity Owned. Strategic partner to the Board of Directors and CEO. Leadership responsibility for the day-to-day operations of accounting and finance. In partnership with our Private Equity investors and CEO, I drive the financial performance of the company to achieve growth in revenue and gross margin, EBITDA and Cash Flow from Operations. Responsible for evaluation of potential M&A deals and the subsequent due diligence. Co-lead the integration of acquisitions with the COO. Lead the annual 5-year planning process, development of KPI’s and annual budget and rolling forecast. Hands on leadership over cash flow to include rolling 13 week forecast, drive collections at the regional level and work with regional leadership to reduce net underbilling’s. Primary contact for all lender and banking relationships, while leading the credit line review process and monitoring loan covenants. Responsible for hands on control over monthly accounting cycles including month end close and reporting. Manage corporate tax planning, ensuring compliance with federal, state and local governments. Establish key relationships with internal and external stakeholders plus bankers, external auditors, legal, government, Sureties and vendors.

Strategic partner to the Board of Directors, CEO and COO, responsible for driving growth, profitability and cash flow generation throughout the company. Leadership responsibility for the day-to-day operations of accounting, finance, facilities and fleet management. Lead the annual budget and target planning cycle while also setting KPI’s for the fiscal year. Generate rolling forecasts throughout the year that lead to tactical plans for cash flow optimization. Develop the 5-year strategic plan in conjunction with our executive leadership team and Board of Directors. Primary contact for all lender and banking relationships, while leading the credit line review process and monitoring loan covenants. Responsible for hands on control over monthly accounting cycles including month end close and reporting. Manage corporate tax planning, ensuring compliance with federal, state and local governments. Establish key relationships with internal and external stakeholders plus bankers, external auditors, legal, government, and vendors.

Private Equity Owned. Strategic consultant to the CEO, responsible for monthly and quarterly financial reporting, and board deck compilation. Assessed accounting and finance staff and made recommendations for the future department’s structure. Developed the company’s budget and forecasting tool and worked with senior leadership to compile the annual budget. Provided guidance around working capital and reviewed the monthly borrowing base and covenant compliance certificates.

I oversaw daily initiatives to develop acquisition and growth strategy for an international company. I was responsible for executing a 5-year strategic plan, an annual budget and 13-week rolling forecast. I held concurrent responsibility for accounting, treasury and private/institutional financing, producing accurate financial reports and ensuring compliance with GAAP & IFRS. I was responsible for hands on control over monthly accounting cycles including month end close and reporting. Routinely I established key relationships with external stakeholders including bankers, external auditors, legal, government, and vendors. Some of my contributions include:• Spearheaded profit increase of $2.1Million in 2017, eliminating consecutive years of profit loss. • Introduced a strategic action plan for lean inventory improvement, producing a decrease in inventory balance of $11 Milllion in 2011 and $2.5 Milllion in 2018.• Conceptualized and initiated a reduced inter-company debt to parent company by $4.3 Million in a 3-year span. • Secured a $3 Million asset-based facility with a commercial bank and a $2.5 Million asset-based credit facility with a Private Equity in 2015. • Designed tactical action plans from 2011-2013 to successfully reduce overhead expenses by 48%. • Recognized as a key turn-around team member due to significantly elevating the company profits in 2016.

I served as the interim CFO to oversee all Treasury, Financial Reporting, Accounting, Insurance, Accounts Payable, and Payroll. My role included advising upper management on financial and company operations. I held preemptive planning and cost analysis control to reduce expenses, pinpoint sources of capital, and produce financial reports pertaining to monthly close process and costs. I completed negotiation responsibility for sale of assets and debt settlement, cooperating with private equity groups and third-party interests. Within a brief period of time I accomplished:• Successfully identified headcount reductions and controlled spending, reducing monthly expenditures by 30%.• Coordinated efforts for negotiating with a third party and the subsequent joint venture, achieving a real estate asset sale of $19 Million. • Led resolution of owners’ personal guarantees to the bank and settled accounts owed to 5% of actual indebtedness.

I executed senior management-level direction for a $700 Million ESOP with complete financial accountability for 11 operating divisions and 7 legal entities in Florida, Texas and Alabama. Throughout this time, I spearheaded financial analysis, creating models to devise annual budgets, rolling forecasts, and a 5-year financial plan. I effectively managed company mergers and acquisitions, ensuring financial initiatives were upheld. In addition, I implemented automated measures to determine KPIs and control costs and expenses. Cost-effectively originated the Treasury & FP&A function, formulating a constructive method for planning and analysis. I handled credit lines totaling $250M while formalizing and integrating the company’s internal capital structure and realigning cashflow between investment portfolio, lines of credit, and legal entity bank accounts. I built critical relationships with commercial bankers, investment bankers, and construction analysts, establishing a successful network throughout the community while directing and mentoring managers and analysts within the Financial Planning & Analysis and Treasury teams. Some contributions included:• Regulation of an $110 Million investment in short- and long-term investments.• I partnered with a major US bank in 2008-2009 and effectively negotiated $125 Million across 2 credit lines. • I was recognized for employing Cognos Planning, thereby generating a uniform planning model and a 2-month reduction in planning time. • Responsible for internal investment fund outperforming a major investment funds by 22% across 1-year span.

Private Equity Owned.