Provider of Interim CFO services, M&A due diligence and transaction support, integration management and business process improvement consulting.

Led finance and human resources through ownership transitions and fundraising.

Reviewed back office systems, led AP Automation and Corporate Performance Management projects.

Strive Logistics combines cutting-edge technology, top-notch customer service, and more than 20 years of expertise to drive innovation in the logistics industry. Re-vitalized the finance function and managed the sale of the business to Redwood Logistics. Left following the integration.

Simplified Logistics is a third party logistics provider with a focus on less-than-truckload (“LTL”) transportation management services. Newly acquired by CI Capital Partners who I teamed up with at Transplace.On the closing of the acquisition, I took on-site financial control, established initial financial reporting, completed the budget and purchase accounting before handing over to the newly recruited Controller.

Logistics technology and transportation management provider, managing over $2B of freight spend for blue-chip clients (Nike, Walmart, Microsoft and more). I was CFO from 2007 to 2014.In 2016, the CEO asked me to consult on the acquisition due-diligence and manage the integration of leading cross border freight management company, Laser Ramos Gil. Delivered the integration on time and secured the required cost synergies.

Acquirer and operator of veterinary hospitals. Ran Finance and HR.

Growing third party logistics business using proprietary technology. Provided consulting services covering freight management and improving back office processes.

Leading gateway logistics provider, supporting retailers and manufacturers at all major US port locations, shipping 500 million units annually. Led the finance team through the budget process and year end audit. Recommended relocation of the corporate offices to the Los Angeles area and handed over to a CFO recruited in that area.

>> Logistics technology and transportation management services provider for manufacturers, retailers, chemical and consumer packaged goods companies; $2B of freight spend for blue-chip clients (Nike, Walmart, Microsoft).OVERALL IMPACT: Double digit revenue and EBITDA growth and overall business transformation leading to business sale.DAY-TO-DAY: Brought on board during turnaround. Initiated cost cutting, efficiencies and profit bolstering. Introduced formal monthly executive meetings with full financial and business reviews/minutes; presented at quarterly Board of Director meetings.Wholly directed financial administration and accounting; developed internal controls; and managed auditor/banker relationships. Administered acquisition-related activities.Managed IT subset: Oracle Financials and Cloud-based products; HRIS.► >Halved AP/AR headcount; implemented common pay review date (saving hundreds of thousands/year); and cut several million more through targeted reductions.► With no up-front capital investment, selected and implemented company's 1st HRIS system, using Cloud-based system.► Reinvigorated reporting and forecasting with Host Analytics (Cloud-based). Upgraded to Adaptive Planning to facilitate growing needs, critical to analysis to sell company.► Shored up cash flow through detailed daily cash flow forecast and cost-cutting program to navigate 2008/2009 financial crisis. Forged financial foundation for rapid growth and ultimate sale to PE firm.► Piloted negotiations: 4-year renewal of banking credit line (with reduced interest rates) during peak of recession; joint venture partnership to facilitate launch of business in Mexico, which grew to 7-figure profit; relocation incentives and $1M savings in future rent.► Solidified reputable team, reporting systems and internal controls crucial to business sale. Managed sell-side due diligence with bidders; provided information for offering documents used by Goldman Sachs.

>> OTC-listed technology startup with operations in US and UK. Provided TV-over-Internet content delivery and related production services for clients such as J. Walter Thompson and Massachusetts Tourism. OVERALL IMPACT: Revived stalled process to secure company's public listing and circumvent bankruptcy.DAY-TO-DAY: Board member steering day to day finance and accounting with emphasis on restructuring finance operations. Led efforts to get company listed on OTC Bulletin Board, essential to solvency. General management role as member of small executive leadership team for this startup.► Prepared US GAAP financials, completing SEC Registration Statement and managing listing application with NASD. Led to public trading of shares, September 2005. ► Developed financial platform instrumental in securing $7.4M private placement, 2006. ► Reversed multiple inherited deficiencies in financial controls and erected new level of professionalism and structure, including stable finance team, essential for SEC compliance. Initiated 1st-ever annual budget.► Secured investor buy-in by leveraging personal credibility and personal meeting/presentation talent.

>> One of North America’s largest providers of 3rd-party logistics services; FY2003 revenues of $900M representing 40% of total revenues of Tibbett & Britten Group PLC, serving Safeway, Kroger, Wal-Mart, Procter & Gamble. Operations in 35 countries, including US, Canada and Mexico.Sr. VP & Chief Financial Officer (2004)OVERALL IMPACT: Steered action plans to double languishing profits.DAY-TO-DAY: Appointed to lead Finance and Information Systems team to return company to profitability.► Reduced headcount 25% within 1 month of implementing simplified corporate structure.► Negotiated multimillion-dollar refund from seller of Mexican subsidiary, previously not considered collectible.Sr. VP Operational Leadership (2000 to 2003)OVERALL IMPACT: Revamped Information Systems' reputation by recruiting leadership and tailoring team that delivered timely, high-quality and budget-focused projects.DAY-TO-DAY: Led Information Systems & Technology, Transportation, e-Procurement, Innovation & Best Practices, and Loss Prevention, Health & Safety. Enhanced team performance, improving IT capabilities, trimming expenses and developing business. ► Saved $1M after converting from decentralized purchasing to strategic e-procurement.► Slashed 30% in freight costs and won account with major brand in Mexico after launching freight management business using i2 Technologies transportation suite.Sr. VP & Chief Financial Officer (1998 to 2000)OVERALL IMPACT: Instrumental in tripling pre-tax profit in 2 years with revenues that rose 50%.DAY-TO-DAY: Reengineered profit-performance turnaround of fast-growing, low-return American subsidiary, critically important to UK parent company. Mentored high-quality finance team.► Helmed team building / restructuring and elimination of unprofitable businesses through closure, divestiture and operational improvements.► Negotiated and closed >$200M in new contracts with high margins and favorable terms with marquee clients.

>> A $300M division comprising all UK logistics activity except for automotive and clothing sectors.OVERALL IMPACT: Managed financial function through rapid growth, restructuring 3 divisions to form Consumer Group; integrated $100M public company acquisition. Devised international standard contracts.DAY-TO-DAY: Earned successive promotions leading to key leadership role, 1995.► Negotiated complex contracts including joint venture between Hong Kong office and Indonesian/Dubai companies.