Tom Widdows, Cpa, Mba Email & Phone Number

Accomplished Business Executive formally trained in Data Science with a passion for utilizing technology to increase profitability, solve problems and improve employee morale in small and medium business. Expertise in all facets of organizational management, including budgeting, cost control, team leadership/training, continuous improvement, opportunity identification, trend analysis, data analytics, resource allocation, negotiation strategies, project management, ERP systems, information technology, application development, risk mitigation and problem solving. Successfully direct financial, HR, IT, legal and risk management operations, including the development of financial and operational strategy, and the ongoing development and monitoring of control systems. Monitor cash balances and forecasts, arrange for debt and equity financing, review and approve all tax/regulatory filings, and maintain banking relationships. Serve on the executive team to participate in key decisions, manage investor relations, lead mergers and acquisitions, and implement operational best practices. Play a critical role in formulating organizational future direction and tactical initiatives and implement strategic plans.

Listed skills include Team Building, Cash Management, Cpa, Contract Management, and 41 others.

• Coo | Cfo | Partner

  Fireside Home Solutions, Llc

  2002 - 2017 - Portland, Oregon Area

  Originally joined the company as a Controller for Fireside Distributors of Oregon, Inc., moving into the CFO position in 2005, and then into a COO role in 2007 before becoming Owner and President in 2009. Played a key role in guiding the organization through a merger to become Fireside Contracting Services, LLC, and served as the COO/CFO from 2012 to 2017 at the company engaged in installing fireplaces and garage doors in both commercial and residential new construction and remodel projects with 140 employees by 2017 at the time of sale.Initially increased inventory turns from three to six as a Controller in addition to implementing processes and controls to allow closings to occur in 10 days, changing to a 6/30 year-end process, implementing multiple strategies to allow the firm to retain financing, and introducing Prophet21/Activant as the ERP system.Shifted the perception of the Finance Department from an obstacle to an ally as the CFO, introducing the concept of internal customer service, increasing inventory turns from six to seven, reducing accounting staff from nine down to three, developing corporate financial forecasting and budgeting models, and delivering key management of an ERP upgrade and implementation team, presenting to and receiving approval from the Board of Directors.Implemented continuous improvement strategies and one-piece flow as the COO from 2007 to 2009 converting from a C-Corp to an S-Corp, developing financial/budget forecasts, increasing inventory turns from seven to eight and managing very tight cash flow during a significant business downturn caused by the housing crisis.Moved into the Owner/President role in 2009 and led the company through the housing crisis, including a >65% decline in revenue, utilizing systems implementation experience, the development of building systems, and promoting SaaS while incorporating lean methodologies to keep the company solvent during a very difficult economy.