Responsible for higher level finance functions for this pioneer in the design and manufacture of office furniture for the open plan work environment. This includes monthly and annual reporting, forecasting, budgeting, strategic planning, cost accounting, etc.Improvements include:- Adding Cost / Profit / Volume analyses- Reviewing product pricing- Streamlining monthly reporting- Obtaining two PPP Loans from the SBA- Designing detailed Gross Margin analyses by Customer Order

Financial advisory work for private sector businesses that need a highly skilled financial manager or they have financial issues requiring significant problem-solving skills (accounting and/or finance that involve financial planning, financial analysis or restructuring).- Project manager, coordinating opening of 20 sales and service offices worldwide in 20 cities across 13 countries (excluding U.S.), and involving almost 200 staff occupying 24,000 square feet.- Succesfully completed M&A project for CT manufacturer (with two production facilities) through Carter Morse & Mathias. Prepared detailed 6 year model of sales and contribution margin, using individual product sales throughout the period. Created Pivot database of 300K lines in Excel and Pivot Tables for analyses of sales by: transaction, customer, industry and product line. Prepared product and market segment analyses of quantity, sales price, standard costing and gross margin. Also prepared extensive reconciliations of the application of materials, labor and overhead. Restated inventory for adjustments to applied overhead. Created forecast models for each location for due diligence process with potential buyers.- Contracted by CEO of commercial and residential HVAC company for Southern CT to provide process improvement advice. Company used antiquated financial and operational systems with triple copy forms. Collaborating closely with CEO, Operations, Sales and Accounting, identified trouble areas and discussed several solutions. Also provided analyses of their sales base using Pivot Tables. Identified key performance indicators. Communicated results to senior management.- Contracted by CFO of private equity funded aerospace parts manufacturer. Conducted M&A buy-side search for suitable targets amongst the 1,400 FAA repair stations in the U.S. Researched key industry and economic trends that impact the business. Developed key metrics for search criteria. Recommended targets for future growth.

Directed the preparation and execution of a client’s annual audit by a big 4 CPA firm. The client is a healthcare provider for 1,400 hospitals through 200 U.S. treatment centers and an entity value in the $200-$300 MM range. Analyzed, evaluated and recorded accounting for complex set of transactions used by a group of private equity firms to acquire the company from its prior shareholders. Acted as liaison between client and the outside auditors. Prepared many accounting schedules for the audit and supervised others on an as-needed basis to prepare the remaining schedules. Difficult environment, due to tension between CFO and Controller (the latter eventually left the firm).

Senior auditor for publicly held manufacturing client (6-month contract). Created audit program for new swap program instituted to hedge key transactions / exposures. Audited consolidated statement of cash flows, which contained complex acquisitions and transactions. Tied cash flow work to acquisition workpapers and purchase price allocation calculations. Also audited payables cycle and prepared evaluation of the company's very involved legal structure to assist in the scope calculations for audit procedures.

Worldwide leader in quality management (e.g., Lean Six Sigma, etc.). Develops and delivers consulting and training for large multinational corporations in need of multi-site deployments for implementing or enhancing their process improvement efforts.As CFO, led Financial Accounting, Financial Reporting, Financial Planning, Financial Analysis, Forecasting, Budgeting and internal controls. Close adviser to the owner. Predecessor retired after 20+ years. Processes were dated and needed streamlining. The owner was guiding the company through the post-financial meltdown environment which was increasingly competitive and much more volatile.Implemented strategy to relocate key Juran subsidiary from the Netherlands to Scotland. Created 40+ page valuation report of the Dutch sub that was submitted to the Dutch Tax Authority. Researched, evaluated and recommended strategies to wind-down Dutch sub in accordance with their laws and to create UK sub that was compliant with UK laws and registered with Companies House.Researched, processed and obtained documentation required to submit a bid for an in-country project with well-known Kuwaiti energy company. Worked through commercial rep, then traveled to Dover DE and to State Department in DC to obtain stamped incorporation documents and then to Kuwaiti embassy in DC for submission.Also worked with Big 4 CPA firm to deal with uneven taxation from Chinese provinces.To meet the challenges facing Juran as its industry became more competitive, undertook several initiatives that ultimately developed a more lean and scalable cost structure. - Slashed fixed costs 45%- moved office saving 50% of rent, changed IT vendors saving 60% - Created paperless and virtual financial accounting processes - Adopted flexible workforce compensation, reduced number of permanent staff - Reduced monthly accounting closing 33-40%: overhauled financial accounting processes, financial reporting, sales tracking and expense reporting

CMM is a boutique investment bank specializing in advising privately held middle market companies offering a full range of services: business sales and divestitures, equity and debt capital raises, acquisition services, and pre-transaction and strategic advisory services. Clients included large companies such as Tiffany & Co. and Saab, but were mostly small businesses with sales of $5 MM to $80 MM in a wide range of industries.Most of my time was spent working on sell-side M&A deals. I was also in charge of business valuation engagements. I also acted as an interim Chief Financial Officer (CFO) | Controller for various clients during our engagements. Responsible for all the detailed work associated with M&A, business valuations or capital raises. Represented clients with sales up to $80 million in various industries. Conducted all the financial accounting and financial reporting for Carter Morse Mathias.Evaluated $5 million technology investment made by Tiffany & Co. Demonstrated fatal flaws in marketing plan and ongoing technical issues. Recommended client limit its participation.Served as expert witness for Saab against a $95 million lawsuit. Demonstrated the target company has minimal worth as its primary service was for a large, but declining market. Proved damages were negligible based on competitive review, profitability model, and net present value projections.Liquidated a national trucking company ($70 million in sales) for $20 million in cash that was $6 million more than financial buyers were willing to pay. Produced thorough orderly liquidation analysis. Validated assumptions by working with client, auctioneers and realtors.Conducted $25 million sale of a highly specialized aerospace parts manufacturer to a private equity firm in the aerospace industry. Prepared a detailed historical analysis of part sales by aerospace platform that greatly facilitated the sale by demonstrating the company’s attractiveness.

Poorly performing publisher of Collier Encyclopedia bought from Maxwell estate dissolution. Collier (~$9 million in sales) had losses caused in part by a less than ethical sales force, its flawed marketing strategy and its 15-volume paper product in an increasingly digital market.I was hired to be the VP Finance | Controller of encyclopedia business as part of the senior management responsible for transitioning the business to a more stable model. My responsibilities included Financial Accounting, Financial Reporting, Finance & Planning and internal controls | compliance, as well as supervising six people. As part of the team, we: - Fired sales force, outsourced some operations, improved A/R and developed new sales channels - Negotiated JV with Silicon Valley firm and created new multi-media product to replace printed one

National mortgage processing arm of Citicorp Mortgage with 3 centers in the U.S. It faced a “do or die” moment in 1992 when the Comptroller of the Currency accused Citi’s mortgage business of major transgressions. To make matters worse, unit costs were 3x the industry average and customer satisfaction was 50%.I was hired as the finance member of a turnaround team that was mandated to fix it, or the division would be shut down. Working with McKinsey, the team conducted a large scale “collective bargaining” process between Citicorp management, the operating center management and the operating center employees. - Successfully reorganized the division, reengineering processes from the ground up - Drove unit costs to 1x the industry average and increasing customer satisfaction to 80+%- Used employee feedback, benchmarking and closed the smallest operating center- I was promoted to VP Finance | Controller of processing centers, responsible for Financial Accounting, Financial Reporting, Finance & Planning and internal controls. Supervised more than 10 people.

Shearson Lehman (division of American Express)- VP FINANCE (Financial Planning & Analysis)American Express- SR MANAGER FINANCE (Reporting, Forecasts/Budgets, Fin'l Planning & Analysis)Coopers & Lybrand- SENIOR AUDITOR