Steven Becker Email & Phone Number

• Oversee all aspects of accounting management, including budgeting, forecasting, and financial reporting.• Assist in the Development and implementation of financial strategies to drive profitability and growth.• Lead and mentor a team of accounting professionals, fostering a culture of collaboration and excellence.• Ensure compliance with regulatory requirements and accounting standards.• Collaborate with senior leadership to provide financial insights and support strategic decision-making.• Manage relationships with external partners, including auditors, vendors, and financial institutions.

Westminster, Colorado, United States

• Responsible for full cycle accounting process for franchising company that supports 200+ individual franchise locations; managed accounting team of 4; managed all period and year-end close processes; analyze Actuals vs. Budget; manage year-end audit with external audit partner; reviewed and approved payroll entries.• Managed ERP implementation for Camp Bow Wow business unit converting from Lawson to Oracle, and then managed conversion from Oracle to NetSuite.• Established new Journal Entry preparation, review, and approval process to accelerate period close and ensure a higher level of accuracy, timeliness, and completeness.• Implemented new accounting and billing processes for Franchisee royalty billing.• Managed implementation of new benchmarking system (ProfitKeeper) that seamlessly integrates with individual Franchisees’ QuickBooks Online accounting systems.• Managed requirements gathering and user acceptance testing for deployment of new point of sale system for entire franchise system.

Broomfield, Co

• Established first SPENGA fitness studio franchise in Denver market.• Managed initial financing.• Set up chart of accounts in QuickBooks and established all bookkeeping and accounting procedures.• Created employee handbook and assisted with hiring of all staff.• Established effective and efficient studio operating procedures.• Set up payroll processes and ran biweekly payroll.

Greater Denver Area

• Established new Enterprise Project Management Office to support, manage, and report on company’s $2+ Billion/year capital budget.• Provided Portfolio and Project financial reporting to all levels of leadership through use of Microsoft Business Intelligence platform (SSAS and SSRS).• Established Portfolio and Project Management best practices, processes, and tools.• Stood up team of 18 employees and 22 contractors in 4 regional offices to support all aspects of construction project management and controls.• Supported project teams/managers to enable a focus on project execution.

• Established new organization to provide enterprise wide services in support of company’s aggressive growth strategy. Specific functional support areas included: ERP (PeopleSoft) Support, Business Intelligence, Enterprise PMO, and Enterprise VMO• Managed project to implement new Enterprise Project and Portfolio Management system (MS Project Server). Led the development of new Enterprise Project Management Office and delivered new financial and status reporting for major capital projects.• Led the development of new Business Intelligence team that delivered financial and operational reporting for key areas and developed project plan for implementation of new reporting datamart.• Expanded scope of ERP Support team to include all financial applications and established new Governance Board to advance ERP suite (PeopleSoft, Hyperion and Essbase). Established three-year roadmap for ERP lifecycle in support of this strategy.

• Project Manager for Procure-to-Pay project including the implementation of automated PeopleSoft AP, Procurement, and e-Billing systems. Directed training and implementation for the enterprise, including performing training in corporate and multiple regional offices.• Led department in support of new Procure-to-Pay (P2P) systems which included Accounts Payable automation and e-Procurement. Managed a team of 22 employees in support of these new processes.• Effectively reorganized team and implemented new reporting process to drive value capture of P2P project investment.

• Developed and led a consolidated team consisting of three Accounting departments: Accounts Receivable, Accounts Payable and Fixed Asset Accounting including 3 managers and 25 total employees.• Implemented new Sarbanes-Oxley internal controls for respective areas.• Managed team to recreate asset level transactions and subsequent audits related to specific business unit carve-outs for Initial Public Offering of newly created MLP business structure.• Led sub-teams to assist in major ERP (PeopleSoft) upgrade to ensure implementation of AR, Billing, AP, Project Costing, and Fixed Assets modules were transitioned without any significant issues and were operational on day 1 of go-live.• Instituted updated policies and procedures documentation.

• Managed department of 9 staff and 2 Supervisors, responsible for Accounts Receivable, Collections and Cash Forecasting.• Manage project to implement new PeopleSoft Billing system.• Streamlined processes resulting in a 25% reduction in headcount and a reduction of unapplied cash from over $100 million to less than $10k.• Designed and implemented new reporting application and collections database resulting in significant reductions in Accounts Receivable. Result: reduced past due AR balances from 30% to less than 5%.

• Managed department of 20 Staff Accountants and 2 Supervisors.• Department responsible for $5 billion in annual NGL revenues.• Led team in designing new accounting and contracts software system.

Greater Denver Area

• Supervised 6 Staff Accountants.• Researched and managed team to implement new Billing system.• Developed new process for reconciling NGL Revenue.• Developed and presented Excel training classes for company.• Managed Accounts Receivable for NGL sales, $1 billion annual revenue.