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.