Primary Responsibilities include Investor Relations and Private Equity Funding; Private Debt Placement; Developed the Franchisor/Franchisee Model; Convertible Debt; Series Rounds and Valuation; Financial Liaison with Securities Lawyer; Sales Forecast and Reporting; Industry, Market and Product Evaluation; System Evaluation/Implementation; Demand Forecasting; Inventory Control; Construction Oversight; AR; AP; Competitor Analysis; Tax Returns; Cash Flow Analysis/Execution; Budgets; Variance Analysis; Product PL’s; Secured Banking Relationship; Capital Evaluation; 280E Tax Compliance; Organizational Structure; Vendor and Customer Relations; Maintenance of the Financial Systems; and the Hiring of Executive Staff.• First in the Industry to Develop Franchisor/Franchisee Model.• Secured Private Debt Financing by working with Existing Investors and Vendors.• Private Equity Raised in 2016 in excess of $2 Million completing Series A.• Developed the Financial Structure to Expand to Multiple States and to Reduce our Tax Burden.• Number #3 Producer/Processor in only the Second Month in the Industry.• Suggested and Implemented an Operational Improvement that cut COGS by 10%.• Capital Raise is the Highest in the Industry for a Producer/Processor.

Primary Responsibilities include Foreign Exchange Strategy and Execution; Bank Covenants; Nexus State Sales Tax; NetSuite; Bank Debt; Product Pricing; Executive/Management Reporting and Analysis; Direct Response Media Spend; Breakeven Analysis; Product and Service Pricing; Outsourcing Evaluation and Controls; Accounts Receivable; Accounts Payable; Short and Long Range Plan; Consolidated PL and Balance Sheet Responsibility; Procurement; Vendor Evaluation; Cash Flow Analysis; Financial Statement Closing; Cost Control; New Product and Market Evaluation; Standard vs Actual Cost Analysis; Product Profit and Loss; Maintain/Review Internal Controls and Special Projects/Analysis.

Primary Responsibilities include 5 Year Plan Formulation and Cash Flow Analysis/Recommendations; Bank Covenant Compliance; Product PL Formulation and Analysis; Reducing Days to Close; Investment Banking Relationship; Business Valuation; Cash Flow and Bank Covenant Forecasting; Efficiency and Cost Improvement Recommendations; System Analysis/Recommendation and Implementation; Banking Relationship; Evaluating Insurance Coverage and Recommending Appropriate Coverage; Ad Hoc Reporting and Analysis; Payroll and Billing; Customer Care Metrics; Responsible for Income Statements, Balance Sheets and Cash Flow Statements; Variance Analysis and Operational Reporting; Audit and Government Compliance; Review all Financial/Operational Information for Accuracy, Completeness and Compliance.

Primary Responsibilities include Partnering with the CEO to Drive Change, Improve Cash Flow and Analyze Business Opportunities; Merger/Acquisition Analysis; Product Development; Provide Senior Level Accounting and Financial Focus; Preparation and Accuracy of all Financial and Operations Reports/Metrics; Executive Private Equity Package; Private Equity Funding and Analysis; Best Practice Financial Controls and Processes; Annual and Long Range Planning; Variance Analysis; GAAP Compliance; Banking Relationship; Customer/Product Pricing; Cost Control; Monthly Close; Management of the Accounting Functions(AP, AR and Cost Accounting); Strategic Planning; System Review/Recommendation and Performance Management.

Support of Business Operations and Customer Service Organizations; Responsible for an Annual Opex Budget of $1 billion and a Capital Budget of $30 million; Managing a Diverse Group of 30 People Covering 4 Functional Areas; Monthly Reporting and Management of Operational and Financial Metrics; Co Chair of the Customer Experience Team(Reducing CPC); Business Case Formulation and Analysis; FP&A Partnership and Quarterly Plan; Ad hoc Analysis; Capacity Planning; Strategic Planning; Idea Generation and Continuous Improvement; Managing Hyperion and SQL developers; Weekly metrics review with the Executive Management Team; SOX Controls; Consultant/Contractor management; Cross functional partnerships; Inventory Management; Indirect and Direct Procurement Support; Enterprise demand forecasting and planning support, headcount management; financial consultant; Business case support/analysis; Coaching and development of staff; Finance, Reporting and Analytics across 10 different businesses/support groups. . • Key member of the Executive Team that won the JD Power award for Customer Service 7 times in a row.• Increased employee satisfaction scores to 89%, the highest in Customer Service Support.• Reduced credits from $88 to $35 million from 2005 to 2006 which resulted in annual savings of $53 mil.• Promoted twice in my four years in Customer Service with ever increasing responsibilities.• Improved CCPU by 20% which resulted in $216 million annual savings, best overall in T-Mobile USA. en• Directed a 9% reduction in opex spending which resulted in $23 million to the bottom line.• Reversed employee attrition from 50% to 0% in 2008. Best in the Finance Organization.• Achieved 100% compliance on all SOX controls related to Business Operations.• Saved $350 Mil in procurement savings in 2008 with strategic partnerships. .• Reduced inventory by $300 Mil while increasing Product Availability by 6%. willing

Supported the Vice President of Operations to identify areas of opportunity; variance analysis; development of the annual and long range plan for customer acquisition; forecasting and capacity planning; supervision of Finance Manager and Billing Group; Ad hoc Analysis; Support to the Executive Management Team; Daily Business Report Maintenance and Review; Monthly/Weekly Reporting requirements; Revenue analysis in relation to growth and attrition; Reviews with Centers, Account Managers and Business Unit Directors; Monthly close process for the Strategic Business Unit P/L’s; Review and submission of the SBU bonus programs; Client profitability and analysis.• Achieved 150% of plan Gross Profit for the Year 2000. • Discovered approximately $800K in capital items that were written off to a restructuring reserve.• Revised reports to be more user friendly for the Operator/Executive Team.• Completed the 2002 Plan ($135 million budget) ahead of schedule, given the implementation of the Hyperion Essbase and Hyperion Pillar in the same year. • Conducted extensive training sessions for all Center managers to understand and manage their P/L’s.

Responsible for the monthly financial consolidation of seven global software centers; Controller for the US Software Center; Government Contract financial compliance and analysis; monthly close process; monthly billings from the Global Software Centers to the different business units within Motorola ; maintained the financial reporting structure and made changes where appropriate to fit our needs. Reported monthly to high level VP’s; Budget and Forecast responsibility; determined all accruals for the US Software Center; first contact for financial issues for the software centers for the Motorola Groups/Sectors.