Using my 20+ years as Chief Financial Officer and CEO Advisor in multiple Private Equity owned companies, I provide my clients with financial advisory services on a wide variety of topics including M&A, Organizational Effectiveness, Process Improvements and Talent Assessment along with fractional CFO services.

Strategic adviser to the CEO, responsible for all financial, tax and legal matters within Luminex and the two business units, Candle-lite and PartyLite. Led a disposition process to a SPAC, including developing materials for investment banking and due diligence requests, step-up audits, and proxy content.

Strategic business advisor to the CEO, responsible for all Financial and Information Technology aspects of the organization- Transformed the Finance Department - accelerating the close by 20% while completing 3 audits in 5 months; Strengthening the FP&A function- Developed an IT Governance structure for business alignment and an IT Strategy Assessment- Executed due diligence on a key acquisition while completing the merger of NuSil into Avantor in September 2016

Strategic business and financial advisor to the CEO. Responsible for the all aspects of Finance including leading the M&A due diligence efforts of the organization. In addition, oversaw the Human Resource and IT functions. - Closed on three strategic acquisitions totaling $100MM+ and achieved all synergies- Launched a Business Intelligence tool to transform data analysis company-wide- Completed a refinancing of the company within 4 months of joining firm, delivering meaningful dividend

Promoted to #2 executive in Company. In 2008 - 2011, awarded full P&L/operational responsibility for 27-person ceramic coating technology unit, Cetek, while retaining leadership of the entire global finance function Responding to loss of key customer in 2011, collaborated with PE firm and executive management team to develop / execute deep cost cutting measures ($8.2M annualized) and achieved 75% overachievement as a result. Drove Fosbel $11.1M cost-reduction initiatives in 2009-10 through aggressive cost containment, operational efficiencies, and reductions in force.Led Global rollout of Microsoft SL ERP system in Europe and Asia.Developed effective short term Cash Flow Forecast Model to manage global cash, reducing excess cash by $2.0M

Financial strategist and business advisor to the CEO, responsible for all financial functions of the organization as well as Global Logistics & Purchasing and the IT department. Restructured and upgraded finance organization to support a rapidly growing (14% ’07, 29% ’08) global businessLed global tax restructuring project which reduced tax liabilities $2M annually through a series of royalty and management fee arrangements between operating entities in US, Germany, China, India, Japan, Brazil and South Africa

With Executive Team, reversed 3-year revenue slide, met all goals of PE ownership to pave way for successful sale of business to a strategic buyer. Directed 100-person team in US and Canada across all financial activities including Tax and Internal AuditPitched, negotiated and closed strategic sale that delivered 3x ROI to PE investor (The Carlyle Group)Successfully divested profitable marketing services division, Epsilon, by completing carve out financial statements, valuing and internally selling separate division internally to complete the stock sale. Led successful implementation of Oracle Financial Systems on time and budget as Executive Sponsor.

Overall responsibility for cash and debt management, risk management, short-term investments, banking, rating agency and investor relations, real estate and capital expenditures. Established the treasury group from scratch ($800M spin off of Reynolds-Reynolds to The Caryle Group).Developed a cash-flow forecasting tool that improved short-term cash visibility/managementSecured $125M add-on debt in a difficult credit market (Nov. 2001) to complete a strategic acquisition

Began as Accountant, promoted every three years and was Corporate Treasurer when I left in 2000