Providing personalized consulting, chief financial officer support, and operational leadership to emerging companies. Areas of expertise include financial reporting, forecasting and budgeting, advanced analytics and key performance indicators, staff training and mentoring, software selection and implementation, M&A activity (both buy and sell side), investor and lender relations, and overall operations and growth strategy

2020 startup company that is a leading franchisee of European Wax Center (800+ centers), with 47 centers in the Northeast, Midwest Southeast. PE backed, growth-oriented company - through both M&A and greenfield centersBuilt an internal accounting and finance team and created a financial reporting infrastructure that supports growth. Liaison with investment and lending partners. Member of 4-person leadership team that provided strategic oversight to help the company achieve both its short team and long-term goals

2018 start up company that had annualized revenue of $150 million + by the end of 2020. As member of the 4-person leadership team, provided strategic oversight in all areas of the company, from creating the company value statement to building out both short and long term “road maps” for the company’s evolution. Hired, trained, and provided continual learning to a high performing accounting and finance team. Also, part of the hiring committee for the build out of other key departments (HR, IT, Marketing, Business Development). A leading member of the M&A team. Helped in securing a credit facility to provide additional funds for company growth. Interfaced on a regular basis with equity partners around business development, growth capital needs, best practices with other portfolio companies.Created monthly reporting packages of financial, operational, and business development metrics and KPIs. Users ranged from the local hospital leadership to the Board of Directors Implemented Sage Intacct as the company’s ERP system. Helped lead the building of “connections” to various outside data sources that feed the ERP system daily, with additional automation already in development.

First financial officer of the company. Provided hands on leadership, financial oversight, and strategic guidance. Created their first ever monthly reporting package with financial, operational and sales metrics and KPIs. Developed and implemented a production reporting process, to begin tracking efficiencies, labor utilization and waste. Created profitability models to use with sales and business development, as we moved into new markets and began product roll out into “brick and mortar” stores.

Provided financial and strategic oversight and was a key member of the leadership team and M&A team, during a period in which the company grew from 40 to 88 hospitals, and increased revenues from $80 million to nearly $200 million. Worked closely with business development and legal counsel in reviewing potential acquisition targets, performing due diligence, and crafting proposals for those deals we wished to pursue. Acted as the chief liaison with the financial community, including private equity partners and senior lenders. Working with an investment advisor, helped lead the company through extensive process of finding a new investment partner, culminating in the sale to Mars, Inc (global manufacturer and provider of animal care services, with sales more than $33 billion). Collaborated with local hospital leadership to create location specific “business models” that helped drive revenue growth and profitability improvement. After sale to Mars, was member of steering committee that helped oversee the implementation of a new ERP system (Oracle) for the entire vet health group of Mars.

Oversaw all manufacturing, procurement, planning, budgeting, warehousing, quality, and research and development at 14 U.S facilities, including two unionized sites, with over 1500 employees. Was key member of a leadership team that helped expand the product line offerings, increased presence with national accounts, introduced compostable and degradable packaging, and grew the company to over $700 million in annual revenue.Provided leadership for all staff and ensured that the functional groups were integrated into team atmosphere working toward common goals and objectives.Implemented new analytics and metrics based operational performance measurement process. Created the tools necessary for the methodology to be adopted company wide, allowing for fact-based decision making. Developed a statistical process control platform in all plants, to reduce product variation and material usage, that resulted in annual material savings of $2 million +. Led the change from an informal, manual data gathering process to an automated process using SPC software and other interactive technology.

Maintained corporate accounting records and monitored internal controls to assure compliance with generally accepted accounting principles. Prepared monthly and annual financial statements and coordinated financial audit. Assisted all levels of management in review of budget and profit analysis. Made recommendations on top management decisions.Created Monthly Operational Reports for 10 US manufacturing sites and drove change from looking at sites as profit centers to operational units, with a focus on site controllable costs. This improved costing system provided management the information necessary to make more educated decisions regarding pricing and expansion of product lines.Coordinated key segments of major software conversion, moving from legacy system to Oracle.Assumed new role of Corporate Purchasing Director, in addition to Controller responsibilities. Conducted extensive review of all key materials being used by the company. Initiated Vendor Managed Inventory programs, consolidated supply base in many categories, and established supplier reviews and supplier audits.