Brought on as Business Manager mid-pandemic to triage, correct where necessary, then close the prior accounting year. Instituted new processes & controls to ensure ongoing consistency and standards-conformance of future financial management activities. Retired from engagement upon delivery of a clean CPA audit, and a 12-month P&L in the black for the first time in 9 years.Duties: Accounting/ finance/ compliance/ HR administration for multi-facility campus. Triage and remediation of prior FY records; tightening of controls. All aspects of FP&A; budgeting, AvB trending, forecasting/scenario modeling. SOP construction. Liaison to Governance Committee, and Diocesan (‘corporate’) Finance/HR/Audit/Banking.

As Finance Director for a $220m portfolio of Intellectual Property assets, consistently met or out-performed annual expectations for revenue (billings) and share-capture performance. Working alongside the Portfolio Co-Owners as their key financial advisor, this partnership realized a market-leading $2.3b of cumulative sales over the recent 7-year market buying cycle, equating to 48% market share; 2.5x more than the next closest competitor in the space.Primary Duties: Financial planning & analysis of portfolio assets & related industry/competitive space, business case construction and advocacy, capital (8-digit) and revenue (9-digit) budgeting, product lifecycle management, project and portfolio EBITDA & IRR goals achievement, long-range (3yr to 5yr) market/investment/revenue forecasting.

Alongside business partner (PhD Chemistry), created then launched the business plan for a start-up limited-liability company in the up & coming chemical import/alternative energy market (in 2004, this was nascent space). Managed all back-office responsibilities; incorporation, finance/accounting/tax, banking/credit, operational/technical.Duties: Co-development of Startup strategic & operational plans. Ownership of plans’ back-office responsibilities.

As the Head of Finance for this $250m/year business unit, led a team of 22 FTEs responsible for the company’s Finance/ Accounting, Pricing, Sales System Support, Bids & Contracts Administration, and Inventory Planning & Manufacturing functions. Achieved market share and income targets during a down-market through incentives and cost rationalization. $5m cost-of-goods savings from supplier consolidation and overseas sourcing. 20% improvement to cash conversion through rigid scrutiny over capital investment process. In cooperation with SVP Sales, improved timeliness and accuracy of business-critical forecast proforma by several months.Primary Duties: Led the financial planning, management and control of this 9-digit revenue, 600-person business unit of Harcourt Education. Co-owned P&L goals attainment in line with corporate commitments. Direct responsibility for SOX compliance, contracts administration, manufacturing/inventory planning, pricing, and accounting/finance functions.

Direct report to CEO of Harcourt Education. Primary liaison between CEO, Line of Business Presidents, Corporate Strategy Group (Reed Elsevier had just acquired Harcourt Education), and M&A Consultants for acquisition, partnership or dissolution of assets in service to the Harcourt and/or Line of Business’ larger strategy. Point of contact for LOB Partnerships of magnitude (Microsoft, etc); advisor to LOB Presidents in regards to opportunities and cross-BU synergies for US Educational Divisions. Member of the larger Reed Elsevier Business Development team for performance of deal due diligence, data room analytics, and development of the corporation’s repositioning strategy under these new UK/EU owners.

As Corporate Director of Global Supply Chain Management for this $1b portfolio of companies, chaired organization’s first cross-divisional supply chain group tasked with re-engineering the inventory and manufacturing operations for 13 business units and several central service groups. Working closely with an appointed Board of Governors (business unit VPs of Manufacturing), this newly created post heightened appreciation for cross-company co-reliance, and consequently was able to facilitate improvements via process-based metrics, on-demand manufacturing, activity-based costing, price leveraging, and off-shore sourcing. Alongside members from McKinsey Consulting, who helped both with needs identification and with delivery execution, implemented several initiatives to minimize the cost and waste associated with timing and accuracy of sales forecasts given the constraints of manufacturing capacity, warehousing, make-ready/run, and fulfillment service-levels to the customer.

Corporate Application Architect (1997-1998):Working with sponsorship of the VP/IT, facilitated construction of the business proposal and justification for a corporate-wide supply chain management ERP system. Authored and built consensus around several process and application models supporting required business, organizational, and skill-set changes. Partnered with finance organization to facilitate acceptance and successful implementation of financial portion of ERP implementation.IT Project Manager (1994-1997): Led the design and construction for three unique budgeting/ costing/ workflow systems using cross-platform client-server technologies and RAD iterative methodology (this was cutting-edge practice back in the mid-90s!). Led company’s first large-scale, cross-department, multi-technology ‘skunk works’ research project based upon experimental middleware concept of Sybase and IBM (company was one of only a handful of initial testers for IBM’s initial foray into this nascent realm).Systems Developer (1993): Systems developer & technical support for proprietary UNIX-based client/server sales force automation system.

Performed coding/testing and administered migration to new central order processing/marketing analysis system as part of four member team. Led design and development for new budgeting system, and new HR time-tracking system. Administrator of corporate manufacturing/purchasing system.

Part of two-member team managing annual capital and expense budgets for eight hospital and related companies, including VHA quarterly reporting.

Reporting to VP/Finance, performed budgeting, sales reporting and forecasting.