Focused on Fractional CFO and Advisory work including everything from bookkeeping to Financial Strategy specializing in forecasting, budgeting, and financial modeling for startups with experience in Real Estate, Construction, Digital Marketplaces, and Digital Sales.

Help to build FP&A into a mature organization with a specific focus on understanding and driving strong financial performance with the technology groups across the firm. • Responsible for designing mature reporting to enable tight financial management and oversight across ~3,000 person organization spanning all categories of technology spend.• Building cross-functional relationships to partner on strategic initiatives and planning.• Increasing efficiency and effectiveness of limited FP&A team.• Support, develop, and motivate team while building processes to enable next-level analytics.

Brought in to partner with C-Suite to navigate the impact of COVID on commercial construction industry. Highly focused on cash management and maturing the finance organization, from raw start-ip to mature organization. I rebuilt the forecasting process and merged it with the company strategy while streamlining and improving the finance function. · Lead negotiations with vendors, customers, and financial institutions to navigate through the pandemic.· Mature finance and operational processes, including inventory management and logistics, to guide Modernus from successful startup into a high-growth company with hardened and repeatable processes across multiple revenue streams. Also responsible for selecting and implementing technology to streamline paying vendors and improve company benefits. · Oversee and enact improvements across all facets of finance: accounts receivable, accounts payable, payroll, benefits, chart of accounts, financial forecasting, cash management, and corporate structure. · Partner across the firm in a start-up like culture to ensure decisions were well triangulated.

• Directed the team responsible for finance, human capital, and department administration.• Managed budget for 2016 within 1% of forecast during a year of multiple re-organization and significant leadership changes. • Managed human capital across a 180 person department of full time and contingent workers to less than 10% vacancy and less than 3% undesired attrition.• Developed strategic plan for department. Met budgetary target and built a world class organization to meet mandated 10% expense reductions without material impact to multi-year planning through re-negotiation of vendor contracts, reducing overhead, and right sizing full time employees levering consultant workers. • Responsible for talent management including hiring, reviews, compensation and negotiation of retention packages in highly competitive industry, while controlling expenses.• Vertically integrated the security operations by merging the Security Department with the Information Technology group bringing all security related functions under the same management chain driving down costs, increasing efficiency and improving outcomes.• Able to stretch beyond core-competency to fill management gaps including in background check and non-compete teams demonstrating ability to learn on the fly.

• Responsible for managing the budgeting and reporting for a research department spending ~$100 million annually under new senior leadership, working to better structure the department opening new avenues of research without increasing budget. • Partnered with procurement specialist to unify spend across the department, which was under independent management chains improving accuracy in forecasts and details of financial reporting. • Built-out detailed forecasting processes, partnering with management responsible for understanding complex markets and building technology to better understand and allow for necessary tradeoffs and rapid-fire decision making breaking a multi-year trend of leaving millions of dollars unspent at the end of the year.• Implemented new HR and Finance technology (Workday) for non-traditional organization allowing for accurate metrics and management processes for the first time in years.

• Developed enhanced reporting for the Management Committee to ensure appropriate spending across all facets of the company (OpEx, CapEx, Headcount, Consulting, etc.).• Built monitoring tools to capture budget needs across the firm allowing systematic analysis, reporting, and oversight by CEOs improving efficiency and saving time.• Analyzed spend across employees, initiatives, and fixed assets for a firm managing >$170B in net assets through a variety of systems including the general ledger and HR systems. • Built out and automated compensation reporting for departments, reducing the team size. • Lead bi-annual bonus process across the firm and improved CEO grade by systematically implementing logic to automate questions before submissions are received. This resulted in a significant time savings for senior management across the company (>100 hours) and helped to standardize questions to create a more equitable end product. • Responsible for reconciliation, reporting and analysis of individual compensation out of both ADP and a home-grown system. • Partnered with Accounting Team to ensure compensation was accounted for accurately.

• One of two main analysts for firm managing $500M in capital deployed across a variety of industries world-wide, responsible for building financial models across sectors. • Built complex financial models with heavy reliance on excel and VBA coding used to make multi-million dollar investment decisions. • Evaluated 100’s of companies looking for equity and/or debt funding while assuming responsibility for the public pipeline of investments and various regional banks. • Participated in both debt and equity financing rounds, as well as mergers and acquisitions, as both the acquirer and target. • Managed a portfolio of early-stage technical focused investments on behalf of a Fortune 500 company; exiting many of the investments both domestically and internationally.• Observed multiple companies’ board of directors meetings providing input as an investor in management and financial decisions during negotiations as a target of acquisition.