Importer and distributor of frozen seafood with annual sales in excess of $ 300 million.

Non - profit organization whose mission is "Helping sick kids get their magic back". We train magicians in not only magic but also in the protocols required by several different children's hospitals. This allows these magicians to go into sick (often very sick) kids' hospital rooms unsupervised. They perform magic and teach each child a trick to do for their family and friends. The distraction helps these kids forget, at least for a while, what they are going through and truly helps them "get their magic back".

Enesco, LLC is a private equity owned global leader in the giftware, and home and garden décor industries. Serving more than 44,000 customers worldwide, Enesco distributes products to a wide variety of specialty card and gift retailers, home décor boutiques, as well as mass-market chains and direct mail retailers. Enesco’s International Headquarters is located in Itasca, Illinois. With subsidiaries in the United Kingdom, France, Canada and Hong Kong, Enesco serves markets operating in Europe, the Americas, Canada, Australia and Asia.

Selected as the Tatum consulting partner to negotiate $60 million in financing and subsequently appointed as permanent Chief Financial Officer to navigate this highly leveraged private equity owned Company through the difficult economy.• Key executive of senior leadership team responsible for Company vision and development and execution of business operating plans. Management accountability for finance, IT, risk management, legal, and administrative functions. Primary liaison with private equity owners in the management of the business and subsequent sale to the Coleman Company.• Increased consigned inventory arrangement with Chinese manufacturer reducing working capital requirements by $4 million.• Changed inventory accounting to LIFO to obtain a tax refund of over $1 million and negotiated six credit agreement amendments to maintain required leverage and covenant compliance. • Negotiated a $1 million reduction in royalties being paid for licensed technology.• Managed bankruptcy of Linens n’ Things, a $14 million customer, which included continuing to ship post-bankruptcy under an L/C arrangement with no bad debt loss.

• In September 2006, joined Tatum LLC as a Partner in the Financial Leadership Practice.• Earlier in 2006, in a consulting role as acting COO for Star Farm Productions, LLC, a children’s entertainment company, determined strategy and structured business models, negotiated licensing agreements for television pre-sales, publishing, video, and product rights.

Elected as a Director and Chairman of the Audit Committee in 2003 (while at Motorola) until appointed President and Chief Operating Officer in early 2005. As President, had P&L responsibility for all operations, including the China factory with 6,000 employees, sales, marketing, finance, and international activities.• Increased gross margin and reduced operating expense percentages. • Reduced defective rate by 30% and improved on-time shipments to over 98%. • Negotiated favorable settlement in on-going dispute with technology licensor.

P&L responsibility and acting Chairman of the Board of majority-owned Korean subsidiary and managed other outsourcing activities and equity investments in Korea.• Negotiated and led acquisition and integration of $500 million Korean mobile phone manufacturer.• Negotiated sale of minority position in an outsourcing partner generating a $3 million profit.

Responsible for all financial, purchasing, distribution, human resources for this private equity owned start up Company designing and distributing curriculum for both the home school and charter school markets. Reduced product costs significantly by use of China vs. U.S. sources.

Led turn-around by increasing sales, reducing inventories, reorganizing the Company into Education and Consumer Divisions to maximize use of the Company's brands, and by increasing product innovation and development and improved China sourcing.

Independent subsidiary of Hallmark Inc. (1994 to 1998) and publicly traded (1991 to 1994) international manufacturer of quality plastic hobby kits and die cast replicas.With P&L responsibility for this $100 million Company, reduced operating expenses and break even resulting in 33 consecutive profitable months in a very seasonal business. Led successful IPO's, significant growth of the die cast collectibles product line and negotiated several successful acquisitions and divestitures.

Initially Controller until promoted to CFO for this manufacturer of paper products, medical packaging, and chain of retail paper and printing supply stores.

Initially hired as CFO and subsequently promoted to Executive Vice President with P/L responsibility for this U.S. manufacturer of industrial lighting products.

International auditing and consulting firm.