PE backed carve out of a former Johnson Matthey medical device component manufacturing division. Supporting incumbent CFO with post-transaction projects including engaging audit & tax services, valuation & purchase accounting, developing 13-week rolling cash forecast, covenant compliance & debt reporting, developing business analytics & reporting and building Finance team.

Assisting CEO to take company to the next level through better strategic, operational and financial planning and analysis.

On September 1, 2022, completed the $200M sale of the Stone breweries, brand and hospitality business to Sapporo USA simultaneously carving out the Southern California distribution business which spun off into a new legal entity and retained by the pre-transaction private equity group.Completing the integration of the two companies will result in doubling production volume and revenue after investing more than $40 million in additional brewing and packaging equipment in both breweries. Initially retained as Interim CFO in August 2020 through Hardesty and then became permanent CFO in December 2020.

Simultaneously completed the carve out of Stone Brewing's distribution business into a stand alone company while closing the sale transaction to Sapporo Brewing USA. Stood up all finance, accounting and IT functions. Completed credit facility and corporate insurance policies. Recruited/hired VP Finance to take over as head of finance for new organization

Hardesty LLC provides best-in-class senior leadership to growing companies through its nationwide network of offices. As the firm continues to grow, the Hardesty network has added top professionals at the CEO, COO, CIO and VP HR levels to complete the full suite of senior executive talent we make available to clients.Operationally focused financial business partner developing and executing strategy driving top-line growth, EBITDA, optimizing processes and cost structures, M&A, due diligence and systems implementations.Stone Brewing Interim CFO (Aug 2020 - Dec 2020)Century Snacks Interim CFO (Feb 2020 -May 2020)

(Placed as a Partner with Hardesty) A privately equity owned company that is a leading manufacturer and distributor of snack nuts, trail mixes and similar snacks. The company’s products are distributed nationwide under the Snak Club ™ brand through multiple channels including grocery, big box, ecommerce, C-stores and DSD operators. The company also packages private label snacks for some of the largest retailers in the US. The company operates a 300,000 sq. ft. facility in Commerce, CA. * Provided proactive financial and operational leadership across the organization as a key strategic advisor/contributor to the new CEO, ownership and Executive Management Team and be a stabilizing influence for the company which lost its CFO and CEO within the same week.* Worked with ownership, CEO and management team to develop new 2020 forecast in response to COVID-19 impact on customers and markets.* Completed the 2019 audit without any major findings and released the final report to ownership and lenders on time. Audit was completed "virtually" as with Finance Team and Auditors working offsite.

A privately equity owned company that is a family of leading brands and businesses that design, manufacture, market and distribute furniture, equipment and supplies to professional customers serving the tattoo and pet grooming markets. Nexus businesses operate independently while working together in the design, development and innovation of new products and receive support from the Nexus Brands Group office located in Orange, CA. Nexus owns and operates companies throughout the US and in Europe.• Provide proactive financial leadership across the organization as a key strategic advisor/contributor to the CEO, the Board and Leadership Team.• Integrated the Company’s Finance, IT and HR functions to more effectively and efficiently support our operating companies. Built out the team with Sr. Director, IT; Director, HR; and Corporate Controller hires to add to existing VP, Finance.• Revamped accounting policies, financial reporting, operational metrics and financial controls – Systematically replacing weak manual financial controls with strong system-based financial controls. • Deployed a data warehouse and tools to provide actionable reporting and analysis to our operating leaders.• Implemented multiple business applications including Concur travel & expense management, Cash Analytics, Host Analytics and Avalara sales tax & VAT compliance applications.• Nexus is growing aggressively through organic growth initiatives as well as a very active acquisition pipeline where we have completed four acquisitions in twelve months effectively doubling the size of the company.

A privately held company that is a global provider of custom-engineered high performance sealing, connecting and conducting solutions for original equipment manufacturers across a broad spectrum of industries. The company provides highly engineered made-to-order solutions to specific customer problems for critical applications. The company operates two production facilities in California and Colorado encompassing approximately 300,000 sq. ft. with sales offices in the US, Europe and Asia.• Provide proactive financial leadership across the organization as a key strategic advisor/contributor to the CEO, Founder and Management Team – recognized as an agent for change and process improvement.• Restructured and strengthened the Company’s Finance function and recruited a new senior finance team including Corporate Controller and Director, Operations Finance in the US and Finance Director and Controller in Europe. • Revamped accounting policies, financial reporting, operational metrics and financial controls – Systematically replacing weak manual financial controls with strong system-based financial controls. • Developed monthly financial reporting packages and review meetings for the Board and Management Team• Restructured Operational Overhead to better reflect true manufacturing costs and increase focus on developing initiatives to increase Gross Margin.• Led cross functional team that designed, configured and implemented an upgraded JDE E1 ERP system.• Led cross-functional team that identified and executed on annual cost savings of $700k and $1.5M in 2017 and 2016, respectively in materials, outside processing, insurance, IT equipment & services costs, freight and office supplies. • Implementing Concur travel management and T&E reporting program and Avalara sales & use tax management program.• Lead the creation of the Annual Operating Plan & 5-Year Strategic Plan.• Completed financing for the new 150,000 sq. ft. Colorado manufacturing facility.

A private equity owned company that develops and manufactures proprietary flavor systems and provides aseptic filling and packaging for organic and healthy foods and beverages. Flavours' services encompass the full product lifecycle from concept development to full scale commercial production with customers ranging from start-up businesses to established branded and private label beverage companies. Flavours operates one of only a few independent FDA approved aseptic facilities in the US. Flavours operates a 60,0000 sq ft production facility in Yorba Linda, CA and two distribution and warehousing facilities in Brea, CA and Anaheim, CA encompassing more than 70,000 sq ft of additional space.• In the first twelve months post-transaction, increased capacity by 111% by adding three additional production lines • Implemented sales forecasting and production planning & scheduling processes• Increased production staffing by 85% to accommodate running two ten-hour shifts per day six days per week.• Redesigning and reimplementing MAS500 ERP system, inventory control processes and production reporting systems• Redesigned and implemented new outsourced warehouse & logistics organization consolidating two warehouses to insure accurate, just in time delivery of required production materials to Yorba Linda production facility.

Management consulting firm providing fractional CFO services as well as operational and strategic advisory services for small and middle market companies.Current and/or previous engagements include:** Interim CFO for a beverage packaging company ** Interim CFO for a global mobile device remanufacturer and logistic services company ** Interim CFO for multi-brand restaurant company** Advisory Board member for Fire Suppression Equipment/Technology Company** Industry Expert Consultations for the Coffee, Food & Beverage, Restaurant and CPG industries ** Interim COO for residential community management company specializing in high rise, single family homes and condominiums.** Evaluating potential manufacturing business acquisition opportunities** Evaluating potential restaurant/franchise acquisition opportunities

Diedrich Coffee (NASDAQ: DDRX) was a closely-held public company that specialized in sourcing, roasting and selling the world’s highest quality coffees. The company marketed its three leading brands of specialty coffees, Diedrich Coffee, Coffee People and Gloria Jean’s Coffees, through office coffee service distributors, restaurants, specialty retailers and ecommerce. Prior to exiting the retail coffeehouse business, the company operated over 250 company and franchise locations in more than 35 states. Reporting to the Chairman of the Board, oversaw all aspects of the Company’s operations – Sales, Marketing, Manufacturing, Distribution, Finance and Corporate Administration. In 2009, engineered the dramatic turnaround in the Diedrich Coffee’s financial condition through restructuring the manufacturing operations and divesting underperforming business units that resulted in the significant improvement in operating margins through better production planning and inventory controls, lower labor costs, improved purchasing, lower freight costs, higher production efficiencies and strengthening of the management team at the roasting facility. These initiatives sparked Diedrich Coffee’s financial condition turnaround with results for the trailing twelve months through June 2010 that included: • Revenue growth of 66% to $102 million with gross margin improving to 25% from 19% in the prior year. • EBITDA growth of 512% to $14.3 million from $2.3 million in the prior year • Completed the build out of 2 Northern California manufacturing and distribution facilities totaling over 130,000 sq ft • Increased manufacturing capacity from 40,000 K-cups per day in 2007 to over 1.5 million K-cups per day in 2010.• Increased the number of manufacturing lines from two lines averaging 100 cups per minute to seven lines averaging 280 cups per minute..• May 2010 - Completed sale to Green Mountain Coffee Roasters at $35.00 per share - almost $300 million

• Developed and executed on the strategic plan to exit retail coffeehouse operations and transform the company into a consumer goods manufacturing company focused on the high growth K-Cup market and contract roasting business for large food service companies.• Manage staff of 25 responsible for strategic planning, accounting, financial reporting and analysis, treasury, human resources, risk management, tax, legal and investor relations.• Responsible for the preparation of SEC financial reporting and supervise quarterly reviews and year-end audits with independent auditors.• Led business process improvement initatives required for the documentation and remediation of the SOX risk assessment & compliance process for financial reporting internal controls.• Led implementation of a new ERP, process manufacturing & management reporting systems.• Divested underperforming operating units: March 2009 – Sale of Gloria Jean’s US franchise operations ($3.1 million), January 2007 – Sale of the Diedrich & Coffee People retail locations ($13.5 million).

Responsible for all public financial reporting, strategic planning and financial analysis for multi-brand retail coffeehouse company with locations in 35 states and manufacturing/distribution operations that supply coffee related products to a wide variety of retail and wholeslae customers.

Multi-brand restaurant company with more than 300 company-operated and franchised Coco’s and Carrows family-style restaurants located primarily in the Western United States with revenues exceeding $300 million annually.Director, Finance, 2000 - 2003Manager, Financial Planning & Analysis, 1999Manager, Field Finance, 1998As Director, Finance, I reported directly to the President/CEO and managed a staff responsible for all financial planning and analysis, budgeting, forecasting and cash management activities for company.

Acquisitions & Divestitures Group