Inbanx is a disruptive fintech company in the business payments and business budgeting space.

Alen Corporation makes and sells the finest room air purifiers, with the currently rated #1 product by Consumer Reports.

TLGarrett Consulting provides CEO, COO and CFO (interim and project) consulting services and coaching with the perspective of a Global CFO with over 25 years CFO experience across public company, private equity and privately owned company environments, in high growth to financially distressed situations.Advisory Board Member, Consultant and CFO Alen CorporationAdvisory Board Member and Consultant-- inbanxAdvisory Board Member and Consultant-- EPSoft Technologies

Mood Media is the world’s leading in-store media solutions company dedicated to elevating the Customer Experience through sight, sound, scent, social media and systems solutions, reaching 150 million customers each day through more than 500,000 subscriber locations in over 100 countries. For more information about Mood Media, please check out us.moodmedia.com.

Caregiver Services Inc. (CSI) is a leading source of in-home care and a trusted partner in offering a wide variety of quality homecare options to persons of all ages enabling them to live at home. CSI is Florida’s largest registry of skilled and compassionate caregivers. CSI Prescribed Pediatric Extended Care provides monitored care for Medicaid eligible children with significant to severe health challenges who require constant monitoring in a quality environment. Refinanced the company twice within two years with improved covenants, terms and pricing with a leading healthcare asset based lender. Conducted comprehensive tax analysis which preserved significant NOL carryforwards. Led the effort to improve billing and collections activity and accounts receivable management. Served as a strategic partner to the CEO and other senior management. Implemented comprehensive paycard solution for over 5,000 independent contractors. Re-tooled the risk managment program to deliver significant savings and expand coverages. Led the effort to determine strategy for compliance with Obamacare. Caregiver Services is a privately held company.

PRC is a $250 million business process outsourcing company which operates 21 call centers in the US and the Philippines, employing 4500 in the US. • Recruited to take the CFO reins of a re-organized company, freshly emerged from bankruptcy, with new CEO and 4 new private equity owners.• Refinanced the Company’s prior First Lien Debt facility bearing 15% interest with a $40 million asset based facility at LIBOR plus 3.25% during one of the tightest capital markets on record. New facility provided a significant expansion of liquidity, $1 million in interest savings per year on estimated borrowings and the prepayment of $7.5 million of 2nd Lien debt bearing interest at 16%.• Developed the Finance and Accounting teams with hiring of VP Controller, numerous accounting staff, new Treasury, Pricing and FP&A personnel, filling 9 open positions of 45 finance staff.• Reduced accounts receivable days sales outstanding from 66 to 49 days through diligent collections efforts and weekly past due meetings, resulting in $11 million positive cash flow impact on $250 million in annual sales. • Implemented scenario budgeting for 2009 with a series of identified levers for cost reduction.• Compressed the accounting closing and financial reporting cycle by 7 days.• Targeted specific improvements in cash flow forecasting processes and internal controls.• Introduced and emphasized display-based graphics in the financial reporting of monthly results• Built close relationships with the SVP Sales and Marketing and his team, helping close several key new deals including Toyota Financial Services and Microsoft.

PCA was the $290 million operator of over 2000 retail portrait studios in the US, Canada, Mexico and Europe. • Recruited to prepare the company for bankruptcy reorganization to shed $325 million of debt and to lead all financial aspects of the bankruptcy and reorganization process while serving as CFO. • Coordinated activities of all bankruptcy professionals including investment bankers, bankruptcy counsel, and restructuring accountants whose aggregate fees totaled $1 million/month. • Key member of senior management team which identified and implemented all key elements of comprehensive restructuring which would deliver over $8 million of annual cost reductions and earnings improvements and return company to viability and positioning it for sale.• Provided intense focus and oversight on daily liquidity and cash flow.• Led challenging negotiations with DIP Lender for $45 million credit facility. • Teamed with CEO and General Counsel to negotiate all key elements of the $130 million sale of the company, coordinated all parties including the Board, creditors, bondholders, investment bankers, attorneys, current DIP lender and the Purchaser while maintaining the company’s focus on ongoing operations.• Initiated and led creation of first comprehensive IT strategy in company history.• Responsible for all Accounting, Finance and Information Technology departments (110 staff).

Churchill Mortgage and Nations Home Funding are residential mortgage companies under common ownership whose combined annual volumes exceeded $600 million.• Contributed a Vision, a Successor, a highly effective Team, an Operating Infrastructure and an Acquisition Vehicle for Creative Acquisitions and Growth.• Transitioned operations from mortgage broker to mortgage banker. Created every aspect of the company’s Secondary Marketing Operations, expanding participation in the residential mortgage value chain.• Created and enrolled owners in growth vision through acquisition and engineered a stock-like acquisition currency to fund the purchase of other mortgage companies.• Developed excellent team of young professionals including my successor as COO. • Responsibilities included all operating activities related to the procurement of loans from loan originators through the sale of these loans to investors including: marketing our products, product identification/development and rollout, loan pricing and rate lock activities, development and control of sales channels (best efforts, mandatory, bulk and AOT (Assignment of Trade) sales, along with related hedging), accounting, treasury, warehouse banking relationships and negotiations, information technology including the procurement and implementation of a new IT platform/loan origination system, investor relationships and loan purchase agreements, human resources, incentive compensation design, insurance, and strategic planning. • In 2005, Churchill and Nations were named to an elite Advisory Council status with both Countrywide and Lehman Brothers due to stature achieved in mortgage banking community through this transition

LTV Steel, with $5 billion in revenues, was the third largest integrated steel producer in the US, after US Steel and Bethlehem Steel. Brought in as CFO due to mega-bankruptcy and metals experience. • One of the top three LTV executives with responsibilities for corporate finance, treasury, accounting, and all bankruptcy related efforts focused on restructuring LTV’s economic formula and capital base to that of a viable enterprise.• Managed intensive negotiations with DIP lenders, the Emergency Steel Loan Guarantee Board, the PBGC (Pension Benefit Guarantee Corporation), and the United Steel Workers of America.• Coordinated the work of outside bankruptcy professionals of Jay Alix and Associates and Jones Day Reavis & Pogue.• Negotiated with the DIP lenders all key elements of final plan of liquidation required upon insufficient union concessions.• Reformulated the Expense Structure of the CompanyLed the effort to reconfigure the cost structure of the company to attract a positive underwriting for a $250 million government guaranteed loan. Identified over $800 million in cost savings over 4 years which included significant changes to both salaried and hourly employment costs and health care, raw material procurement, and operating improvements.• Immediate Liquidity Enhancement Program Instituted a program which identified $100 million of liquidity improvements over 3 months.• Negotiated $1 billion of pension funding deferrals with the PBGC.• Introduced strong CFO leadership and a team-based, open communication atmosphere between finance, the business operators and the bankruptcy professionals.

Service Merchandise Company, a $4 Billion retailer with 409 stores.Promoted to SVP CFO from Treasurer at the launch of the bankruptcy in March, 1999. Responsibilities, in addition to all Accounting, Treasury, Information Technology, Credit, Internal Audit, and Risk Management functions, included leading the Chapter 11 re organization as one of the top four executive committee members of the company. Managed extensive communication, coordination and partnering with the outside bankruptcy professionals (financial advisors - Jay Alix; legal counsel - Skadden Arps), the creditors' committee, the bankruptcy court, the board of directors, bankers, and vendors. • Reformulated the Expense Structure of the CompanyLed cost reduction intiatives that completely reformulated the SG&A expenses of the company. Achieved a 52% SG&A reduction of $70 million on a 38 % sales reduction.• Exceptional Liquidity, Borrowing Availability and Bank RelationshipsEffectively managed this mega bankruptcy case (18th largest at the time) which was recognized by the bankruptcy court and the related professionals as one of the most successful launches of a mega case re-organization. Achieved an unprecedented level of liquidity, borrowing availability and financial stability during the launch and stabilization phases of this reorganization. •Developed Operations Metrics Package (Business Dashboard) Worked with each busines function to create weekly reporting of business management metrics in dashboard style graphics for powerful communication. Areas included Store Operations, Logistics and Supply Chain, IT, Merchandising and Inventory, Finance, HR, Legal and Real Estate. Metrics package served as the indispensable executive committee tool for managing the business.

Magma Copper was a Fortune 500, international copper mining and smelting company with sales of $1.4 billion annually.Responsibilities included Corporate Finance, Investor Relations, Public Relations, Government Affairs, Credit and Derivatives, Insurance Risk Management, Cash Management and Investments/Treasury Operations, Pension Investment Committee, Audit and Finance Committees of the Board of Directors, Foreign Subsidiary capital structure and dividend repatriation planning, and serving as a proxy for the CFO in his absence.• Revolving Credit AgreementsEstablished world class bank group for company. Negotiated three senior, unsecured, successively larger revolving credit facilities in 1993,1994,1995 for $200, $300 and $500 million, at improved pricing and terms each year. Negotiated elimination of interest coverage ratio and material adverse change language.• M&A--Tintaya acquisitionKey team member involved in the bid for the Peruvian government's privatization of Empresa Minera Tintaya S.A., a large, state owned copper mining company. Responsible for engaging the merger and acquisition/ Latin American team of CS First Boston, and coordinating the financial evaluation activities. Magma’s bid of $251 million won by a mere $4 million.• M&A--Acquisition Target AnalysisDeveloped global database and analysis of copper and gold mining companies for potential acquisition and studied the creation of shareholder value. • Investor RelationsResponsible for the Magma Copper IR programIn 1994-1996 Wall Street analysts recognized Magma Copper as having the best IR program in the mining industry, with more analysts (18) covering Magma than its larger peers: Phelps Dodge, Cyprus and Asarco. During Magma 1992 1996 tenure, the Company's market capitalization grew from $250 million to $1.8 billion, or from $4 per share to $28 per share upon acquisition by BHP.

Responsibilities during 1986 1992 progressively increased and by 1989 included all corporate finance, treasury operations and debt compliance activities of the Company. Managed staff of 13, including Manager Capital Markets, Manager Cash Management, and the International Treasury Manager. Coordinated international tax strategies, foreign currency management, and hedging foreign currency and interest rate risk. Debt portfolio at maximum reached $5.6 billion, interest rate swap portfolio reached $2.1 billion.• Corporate financings at Goodyear included: $600 million common stock, $150 million convertible preferred debt, over $12 billion of self-syndicated ($8 billion) and bank syndicated ($4 billion) revolving credit and term loan agreements in the US and Canada, $2 billion in US, European and Mexican commercial paper programs, $2 billion in private placement debt transactions and long term bank debt, $200 million in various lease and sale-leaseback financings, $1.5 billion in various accounts receivable securitizations, $3 billion of interest rate swap transactions, $1billion in Swiss Franc and Yen denominated debt transactions and foreign currency swap agreements, $150 million tax benefit transfer.• Anti takeover battle with Sir James Goldsmith- Member of team which structured Goodyear's $4 billion anti takeover financing and tender for half its outstanding shares.