• Successfully implemented the financial operations of the company’s first $120M+ cost plus award fee (CPAF) and T&M prime contracts.• Integral participation in the cost volume development and played a significant role in developing the pricing portion of multiple proposal submissions.• Negotiated a new line of credit with a new bank, which was over 225% more than existing line. Also worked with a factoring company during the transition to the new bank in order to fill any gaps in cash flow. • Based on performance and trusted forecasting, recently worked with the bank to increase the line by another 50%.• Primary contact with Defense Contract Audit Agency (DCAA).• Managed the Incurred Cost Submission (ICE) for 2022 with the submission being deemed adequate/acceptable by DCAA.• Worked with DCAA over multiple years regarding the annual provisional rate submission• Track wrap/provisional rates monthly throughout the year in order to ensure accuracy of the provisional rates.• Created an Accounting Process and Policy manual which was reviewed by an independent accounting firm, based on DCAA standards, and received a clean outcome.• Work with the independent accounting firm during the financial statement review process and tax return preparation. The company has received clean reviews each year.

• Reviewed and interviewed multiple companies that specialized in government contracting accounting systems the Unanet Project Portfolio Project product.• Converted standard QuickBooks Desktop to Unanet during the height of the Covid-19 event.• Solely responsible for all customer invoicing during the Covid shutdown. Worked through all versions of the CARES Act impact on the finance function.

• Successfully managed a Salesforce accelerator implementation project with no prior Salesforce experience and little exposure to the leasing industry.• Acted as System Administrator requiring configuring and maintaining standard and custom objects, adding and removing users, developing and adjusting profiles, creating page layouts and developing reports and dashboards.• Go to person for questions, requests and logging issues and working with consultants to implement solutions. • Achieved 9,925 points, 10 badges and the level of Adventurer in Salesforce Trailhead while managing the implementation and launch of the Salesforce accelerator project.

Brought in, on a contractual basis, to help cover open Financial Analyst position and to cover the Controller’s role while out on maternity leave. • Extensive use of advanced Excel functions such as pivot tables, VLOOKUPSs among others.• Part of the advanced planning team for an upgrade to MS Dynamics/Great Plains 16.0 accounting package. • Responsible for assisting with the close process, managing a team of three and assisting with projects as needed.

Hired primarily to turn around a department in disarray with turnover approaching 25% and customer service at a severe low. Senior management directed me to stabilize the department, improve customer service and strengthen the department’s reputation throughout the company’s worldwide operations.• After conferring with domestic and international customers and the remaining staff, I determined the root cause of the department’s problem and corrected it within the first month of employment.• Determined the key internal customers and sought their input on how accounts payable could help them rather than hinder their operation. Based on feedback from senior finance management, the revamped payables team reduced complaints and increased confidence from the overall organization.• Originally managed over 20 staff level employees with no staff in between. Within the first three months, I established a more efficient hierarchy that included developing a Customer Service team, two Lead Accounts Payable positions and an Accounts Payable Analyst. These new roles helped to focus the group on its primary mission and on continual improvement.

Hired to manage the treasury function, the position quickly grew to include the overall budgeting and planning process and, for a time, the controllership of the company. Other areas include forecasting cash flows, managing the payroll department, credit insurance policies, credit review and investigation, department specific ERP implementation and administering the 401(k) plan.• Played a key role in the company’s first $30M debt restructuring that included changing banking institutions, creating interest rate swaps and changing all bank related accounting to a new system.• Managed the annual budget and quarterly reforecast processes to include all international and domestic operations.• Key driver in a payroll system conversion for over 200 employees from Millennium to ADP Workforce Now. • Developed and led a team of professionals dedicated to continuously improving the overall treasury and finance related processes.

Originally hired to improve the effectiveness of the overall operations of the company to include better financial reporting, better organization of the human resources function and to work with the founders on increasing the staff from approximately 80 employees to 150 within one year. Company moved toward an acquisition soon after starting. The position was eliminated as part of the merger consolidation.• Worked closely with our outside counsel and accountants to prepare all necessary responses to an extensive due diligence request from THQ (acquiring company).• Successfully transitioned the Big Huge Games payroll and benefits data over to the THQ systems.

Brought in to ensure accurate preparation and maintenance of accounting records, timely month end closing process, efficient financial statement preparation, audit support, income and payroll tax liaison, and budget development for this 4-year-old educational services company experiencing need for structure and processes as it moved from start-up to growth phase. Reporting directly to VP and CFO, led a team of 4 and controlled $25M operating/$100K capital budgets. Established and maintained sound financial processes and structure in support of company’s rapid doubling of revenues and expansion of operations from 9 states to 11. Consulted with President, CFO, and HR Manager and quickly determined total unacceptability of shared service agreement currently handling various HR and payroll services. Spearheaded RFP and due diligence process that identified suitable vendor, and negotiated optimal pricing and contractual terms.● Led seamless implementation of selected Ultipro payroll and HRIS software company-wide, replacing inefficient, error-prone service with robust system that has reduced payroll processing time from 7 to 2 days, field employee complaints by more than two-thirds, and greatly increased customer service satisfaction.● Recruited/trained team to handle complex, state-specific reporting processes, enabling timely closing of each state as separate business within high pressure, deadline-critical environment created by 100% increase in revenues and customer base growth from 2,500 students to 4,700 in just over one year.● Initiated search for complete accounting software package to replace current system lacking adequate internal control mechanisms and incapable of supporting company’s expected expansion from 1 to 2-3 revenue streams within the following two years. Negotiated with vendor and worked to gain organizational buy-in for migration to new system.

As de facto CFO of Baltimore City cable system, worked with all departments including Marketing, Technical Operations, and Customer Services in decision support role, and served as strategist and primary consultant to VP & General Manager providing ad hoc analyses. Directed staff of 40+ in Accounting, MIS, Warehouse, and Collections and functioned as Project Manager for system’s heavily relied-upon budgeting process. Managed $100M operating budget; helped develop/review $32M capital budget. Asked by President of Division to apply for this role after only 10 months with company, made contributions touching virtually every aspect of massive high technology operation including:● Reined in out-of-control bad debt in poor urban market exceeding 5% of subscriber revenue to just over 3%, by developing and implementing plan with strict collection scheduling and accountability that cut losses by $800K+ in first year.● Established solid management and internal controls yielding clean opinion on bi-annual internal audit after only 9 months.● Improved caliber of Accounting staff including hire of Accounting Manager, established processes and accountability, and instituted true month-end closing process. ● Reorganized warehouse and directed leasehold improvements that doubled install kit assembly volume, and played major role in managing$32M capital project to rebuild entire city with fiber optics, in which warehouse responsiveness was key.● Orchestrated ongoing and major annual MIS (IT & IS) equipment and software upgrades. ● Engaged third party collection firm to do field work, significantly reducing revenue write-offs caused by inefficient disconnection of service. ● Provided key input to business strategy, including analysis of proposed marketing plans, headcount restructuring, capital purchases, proposed construction projects, and performance analysis.