After an incredible 4 years at CLEARLINK which culminated in a very successful sale in April of 2016 to Sykes Enterprises, I took several months to be at home with my family, help my wife reenter the workforce, take some time off to recharge and chose a new opportunity.Key Accomplishments:-23% increase in on time arrival for children's activities and school-34% favorable improvement in engagement surveys of children-Increased focus on workplace safety, which resulted in only 1 ER visit

Less than a year after joining Clearlink as CFO, I was promoted to a dual role as CFO and COO. I later became President of Home Services, the division responsible for nearly all of Clearlink’s revenue. During my tenure, Clearlink’s revenue doubled, and in April 2016 I successfully led the sale of Clearlink to a public company. -Partnered with CEO to drive revenue from $60 million to over $125 million, maintained high EBITDA margins, and increased gross profit percentage to its highest level. -Oversaw a team of 1,300 sales, digital marketing, administration, and business development employees. -Created the company’s first budget, financial model, and functional P&L, and secured its first credit financing of $52 million in 3 weeks. -Reduced the monthly close time from 20 to 6 days and eliminated all control deficiencies from the annual audit. -Led CLEARLINK through several acquisitions, the performance of which significantly exceeded expectations. -Working with a team of investment bankers, successfully sold CLEARLINK to a public company for $207 million in April 2016.

After joining Orchard Brands as Director of Reporting, I was quickly and frequently promoted until, in February 2011, I became CFO for the private equity-backed direct marketing company with annual revenues of $1 billion. -Partnered with the CEO to stabilize a significant decline in EBITDA and double the EBITDA run rate to over $50 million. -Partnered with the COO to deliver $30 million in annual cost savings, $6 million in excess of the original target. -Created the company’s first consistent customer-acquisition model to drive growth and allocate customer-acquisition costs more efficiently across 17 brands. -Negotiated a new $90 million credit facility, which provided $20 million of additional availability and closed in less than 45 days. -Negotiated a restructuring and financing plan that reduced the company’s debt obligations from $725 million to $275 million. -Oversaw all accounting matters and eliminated all material weaknesses in financial controls identified in prior year audits.

Directed the accounting and finance functions for a venture capital-backed, high-growth telecommunications company with annual revenues of approximately $75 million. Assisted the CEO and CFO to successfully sell the company to AT&T for $275 million. -Developed complex pricing and long term financial models. -Partnered with the COO to achieve a 10% unit cost reduction. -Oversaw all accounting matters and directed the Sarbanes Oxley § 404 and public company readiness efforts.

Directed review of SEC filings, Sarbanes Oxley § 404 and audit work for publicly traded high-tech and telecommunications companies; coordinated audit and related review work during initial public offering (S-1) filings.