WAHA Technologies is the operating company under the platform Global Digital Holdings (GDH). GDH has several companies focused on multi-sector, multi-state Bitcoin mining, hosting, and infrastructure development. I was recruited for the platform CFO role and brought in to provide a solid financial basis for growth and to assist in the diversification of services. Within the first few months, external forces (inflation and falling cryptocurrency pricing) would require me to immediately use my accumulated knowledge, experience, and strategic abilities to address revenue, expense, and debt management issues impacting the company. My Role :1) Improving Corporate Financials: budgeting and analysis, financial modeling, revenue generation (product and service mix and ancillary fees). 2) Debt Oversight and Management: restructuring debt and negotiating better terms.3) Evaluation and Due Diligence: energy contracts, property, and equipment.4) Oversight of Payroll Insurance, and all financial related systems and processes.My Results :1) Divestiture of Georgia mining location that became economically unfeasible with rising energy prices.2) Reduced corporate debt by 75%. 3) Changed revenue mix to hosting from predominately self-mining to de-risk business from bitcoin market fluctuations. Introduced additional revenue streams for hosting services.4) Diversified power providers to reduce energy cost risk by building out two company-owned locations and partnering with strategic entities for capital, infrastructure, and power expertise.

Arch Amenities was formed from WTS International, LifeStart, and Meet Hospitality. Combined revenues from spa and wellness, fitness, lifestyle amenities, and meetings and conferencing of $120M, 250+ managed locations, and 3,000 + employees.My Role :1) Leadership of Finance, Accounting, FP&A, and Payroll Teams (25 employees). 2) Oversight of Facilities and Corporate Financial and Operational Performance.3) Managed Finance, Reporting, Tax, Treasury, Payroll, and Procurement.My Results : 1) Participated in the financial modeling, valuation, due diligence, and integration for multiple companies. Lead the financial and operational integration of the Company's first major acquisition during COVID (85 + accounts, 350 employees).2) Orchestrated COVID response and stemmed 70% revenue loss when COVID-19 forced the hospitality industry retrenchment. 3) Led business systems transformation efforts by migrating payroll to ADP WorkforceNow and accounting and reporting to NetSuite.4) Partnered with senior operations leaders on facility positioning, business planning, and growth strategies.

Promoted many times and entered CFO role officially in 2016. Involved in both the financial and operational side of the business with many COO responsibilities. Developed multiple service offerings (consulting, feasibility, and operations) and expanded service presence to Europe, Asia, South America, and the Middle East. My Role : 1) Revenue Growth and Maximizing Profit: Developed new service offerings and products. Developed creative ways to pass through costs to clients.2) IT Oversight: Corporate IT Systems and Maintenance. Evaluation and selection of the appropriate payroll, reporting, financial, and operational systems to meet Company goals and improved performance.3) Develop strong relationships with commercial and residential hospitality owners and operators and bankers and lenders.4) Led team member growth to improve and expand responsibilities. Financial team had oversight of monthly financial statements for 120+ locations plus corporate, and processed payroll for 2,000 + employees.My Results :1) Sold business to private equity firm in 2019 at higher valuation that anticipated. Spent 3 years preparing the Company for sale by organically increasing revenue 55% and EBITDA 300%. 2) Introduced and refined ancillary revenue streams to offset and absorb corporate overhead and support initiatives. 3) Pivoted IT department from a cost center to a revenue center.

My Results :1) Enhanced client budgeting, forecasting, and client reporting to provide actionable data for operational success. 2) Saved $400K annually through restructuring of health care plans and maximizing facility reimbursement fees.3) Assisted in the development of Preferred Vendor Program that provided tiered membership levels with varying access to facility management for marketing and training.4) Negotiated with spa and fitness software vendors on operational management software services resulting in $675K in additional revenue and a competitive advantage in the marketplace,