Supervise consolidated accounting office for eight dealerships with annual revenues of $551MM, 14K retail units per year and 26 staff membersStreamlined business office. DCH had just combined 5 dealership business offices under one roof but they were still operating as separate units. Organized personnel by job function rather than dealership and created automated spreadsheets for posting journal entries and daily deposits. Worked with my department as well as operations to synchronize transaction flow and processing. Resulted in more efficient processing of transactions and timely funding of contracts. We opened a new dealer point, Lexus of Santa Barbara, in May 2011 and added to office without additional staff.Acquisition by Lithia November 2014. Lithia Motors Inc. acquired DCH in November 2014. We converted to Lithia’s accounting platform and the transition was seamless. This entailed implementing a new corporate reporting structure, increased audits and compliance requirements, and soliciting employee buy in for the change. Acquisitions of Thousand Oaks Ford and Audi of Calabasas. Lithia acquired Ford of TO in 2016 and then Audi of Calabasas in October 2016. Prepared acquisition workbooks and performed closing process for both deals. Hired staff and integrated the accounting system for both dealerships into our consolidated business office. This consolidated office now houses 8 dealerships.

Supervise accounting and administrative departments consisting of 10 staff. Oversee cash management, expense control, project analysis, strategic planning, loan negotiation, and business plans.Automated processes. Approximately 70% of County Financial Services’ customer payments were processed through Western Union checks sent to the company. Collaborated with IT Director to convert payments from paper check to electronic wire transfer. Eliminated two days of bank delays and saved $50K per year with this single operating change.Reduced operating costs. County Financial Services needed to cut expenses. New loan activity had dropped 40% year over year due to the sub prime financial catastrophe. Eliminated several positions and redundant operations. Negotiated with vendors for best pricing and secured cost-effective maintenance contracts, cutting costs with no loss in productivity.Developed forecasting tool. County Financial Services was negotiating with bank for preferred pricing on line of credit and the bank requested an 18 month income and cash flow forecast. Took ownership of project and created a series of formula-driven excel spreadsheets that automatically updated based on multiple assumptions. Built forecasting model, testing various assumptions to create and submit to the bank a complete, accurate and wholly acceptable forecast

Held positions of increasing authority for $19.5B automotive retailer. Dealership Controller Divestiture, 2006 to 2008. Managed divestiture accounting and relocations for key automotive dealerships in two southern CA counties while managing entire accounting department for another dealership. Integrated acquisition into established accounting system.Dealership Controller, 2004 to 2006. Managed seven staff members. Held responsibility for closing accounting records, reconciling accounts, and transmitting financial results for corporate reporting. Worked with GM on all aspects of managing dealership, including advertising, HR issues, expense control and vendor relationships.District Financial Manager, 2003 to 2004. Utilized Hyperion Enterprise accounting software to integrate monthly financial results of 43 dealerships in southern California District. Performed SOX compliance audits. Dealership Controller, 2002 to 2003. Oversaw all areas of accounting including cash management, account reconciliations, audit preparation, and month-end closings for dealership with approximately $15.4M in sales.