• Leadership and management responsibility for financial accounting, planning and analysis; treasury and cash management; IT infrastructure and information security; risk management and insurance, tax-related and regulatory compliance matters.• Developed a customized financial reporting and analysis process focusing on accessibility, transparency, and accountability for both regional directors and senior leaders.• Implemented a company-wide IT security awareness and training program with an annual education requirement and monthly security updates for employees.• Project leader for corporate merger and entity consolidation initiative which merged six corporate entities into one survivor corporation, resulting in substantial cost savings and enhanced administrative efficiency.• Initiated and implemented a strategic client and accounts receivable (A/R) management program, integrating finance, operations and A/R technology and other resources, resulting in improved communication with and service to clients, significantly improved cash collections and a 34% decrease in long-outstanding A/R (>90 days).

• First CFO in Foodlink’s 39 year history. Leadership and management responsibility for all financial; budget; procurement; information technology; risk management and insurance and regulatory compliance matters of Foodlink and related entities including Foodlink Foundation, Inc. and Freshlink, LLC.• Collaborates with the senior leadership team and the Board of Directors to develop and implement the strategic vision for the organization as well as to establish the financial resource planning and execution needed to support both operational and strategic objectives.• Co-project leader on the inventory management system and warehouse re-design and implementation project for an inventory valued at an average of $4m with an annual throughput of $24m. Project outcomes include the significant improvement of inventory accuracy for valuation and aging, a physically reconfigured warehouse space that promotes more effective and efficient inventory management practices and the consolidation of all data bases and processes into one software platform, eliminating all other external data bases.• Re-engineered the processes for annual operating and capital budget development in order to improve efficiency, directly engage internal stakeholders in the creation of program budgets and also integrated operational and strategic metrics into the budget preparation process. • Implemented a streamlined financial reporting package for the Finance Committee as well as a dashboard reporting format for the Board of Directors.

• Led the Controller’s Office, comprised of 7 staff, with management responsibility for financial reporting and analysis; general accounting; budget development, analysis and reporting; cash management and forecasting; accounts receivable; accounts payable; job costing; regulatory compliance; risk management and insurance; and exhibit services (a form of procurement).• Assessed financial and internal control structures and developed a re-organization plan to fully support the strategic and operational needs of the rapidly growing corporation.• Re-engineered position descriptions and related roles and responsibilities to enhance the effectiveness and efficiency of the Finance team.• Created a process documentation methodology to monitor and manage IT project priorities, status and IT budget resource utilization.• Established an IT budget reporting process, by project and overall IT spend, for monthly distribution to senior leadership.• Respected leader within the management team working with senior leadership to implement the Traction/Entrepreneurial Operating System (EOS) of strategic planning and execution across the organization.• Certified trainer for the MSM Learn Great internal process documentation and training program.

• Led the Controller’s Office, comprised of 15 staff, with management responsibility for financial reporting and analysis; general accounting; budget development, analysis and reporting; payroll; student accounts; accounts payable; risk management and insurance.• Responsible for compliance with U.S. GAAP, tax laws and regulations and stewardship of and accounting for the College’s resources.• As a key member of a high performance finance team, completed initial credit ratings for the College with Moody’s and Standard & Poor’s, executed two tax-exempt bond issues of $23.8 million and $18.2 million, respectively, and led the College to continued budget surpluses during an extended period of economically challenging times.• Implemented an on-line budget management platform which has resulted in significant increases in efficiency related to the timeliness and accuracy of the budget preparation and analysis processes, improved documentation and enhanced reporting and analytical tools for operational and strategic decision making.• Developed and delivered budget preparation and analysis training for approximately 90 budget managers annually on use of the College’s budget management system, related policies, procedures, and reporting and monitoring tools.• Responsible for the annual development and analysis of the College’s combined $80 million operating and capital budget proposals.• Championed the risk management and insurance program for the campus which includes partnering with senior leadership and legal counsel to identify, assess and mitigate risks as well as manage the insurance program for the College including procurement, loss control and claims administration.• Active involvement on college-wide committees including Naz 2020 Strategic Planning – Finance Group, Administrative Assessment, Strategic Analysis of Academic Programs, Middle States Periodic Review, Strategic Technology Planning and Student Success and Retention.

College Representative to NYCURMG (June 2008 - September 2014)Treasurer (December 2009 - September 2014)Finance Committee Chair (December 2011 - September 2014)Executive Committee Member (December 2011 - September 2014)The New York College & University Risk Management Group (NYCURMG) is a group self-insurer (GSI) as defined by the New York State (NYS) Workers’ Compensation Law and is authorized by the NYS Self-Insurance Department to assume the workers’ compensation liabilities of each associated member from July 1, 1994 through present. The Group’s goal is to assume the workers compensation liabilities of each of its members in the most cost efficient manner possible. There are 31 higher education institution members of the NYCURMG. The NYCURMG is proud to be one of four groups (prior to 2012 there were 65 GSIs in NYS) that met the conditions necessary to continue operations and was the only group to continue without any directives from the Workers’ Compensation Board.The responsibilities of the Finance Committee include monitoring and oversight of the financial resources of the Group, advising the Group on the investments of funds, the development of an investment strategy, and the implementation of said strategy.Significant initiatives of the Finance Committee have included conducting RFP and service provider recommendations/selections for banking and investment services, auditing and tax services and the development of an investment policy statement for the Group. The total investment portfolio of the Group is valued at approx. $40 million.

The Upstate New York College Collaboration (UNYCC) is a voluntary group of 20 upstate New York higher education institutions including community colleges, State University of New York (SUNY) colleges, and private colleges. The goal of UNYCC is to improve institutional performance through cost savings/efficiencies, improving the quality of current efforts and/or the development of new joint efforts, collectively and collaboratively in areas where the member institutions are not currently competing.The Financial Matters Group (FMG) of UNYCC is a sub-committee whose members include controllers, finance, internal audit, and risk management professionals. The FMG is a leader in providing continuing professional education (CPE) and development opportunities to its members. Since the spring of 2013, the FMG has partnered with three large, regional CPA firms (The Bonadio Group, EFP Rotenberg and Mengel Metzger and Barr) to present seven education programs, six of which provided no-cost CPE to participants. At these six presentations, the FMG hosted a total of 213 participants.

• Progressive career advancement (from Intern to Principal) during thirteen-year tenure at the largest regional public accounting firm in Upstate New York (500+ person, Top 50 CPA Firm with eleven offices in New York State).• Focused on providing business, accounting and auditing services for a variety of clients with a concentration on tax-exempt, government and healthcare organizations. Client base included higher and secondary education, foundations, hospital systems, skilled nursing facilities, museums, and providers of services to the developmentally disabled.• Primary engagement service contact and provider for a client base representing approximately $700k in annual Firm revenues.• Significant experience in the audit and attestation as to client financial statements and performance of a wide variety of engagements including budget analysis, internal control audits and risk assessments, litigation support, debt capacity studies and bond offerings.• Member of inaugural Bonadio Leadership University Class of 2008• First member of Firm to earn both the Certified Fraud Examiner (CFE) and Certified Internal Auditor (CIA) certifications.• Active participation in the Firm’s training program developing course content and as an instructor for courses on supervision, staff expectations and fraud and internal control related topics. (Taught an average 8 - 10 hours of continuing professional education annually).• Enthusiastic participation in the firm’s mentoring and staff development program. Actively mentored 5 professional staff members at various levels within the Firm.• Speaker at several professional organizations (average 2 to 4 speaking engagements annually) to educate members on the topics of auditing standards, fraud risks, internal controls and fraud prevention.• Collaborated with colleagues to develop and communicate the Firm’s core values message to all employees.

• Responsible for various cost accounting functions and the inventory analysis for the monthly closing. • Calculated manufacturing cost standards and evaluated the standards developed with Accounting and Production management.• Performed audit and reconciliation of general ledger inventory accounts.

• Developed monthly reporting package for distribution to senior management.• Identified inventory exposure and forecasted profit impact.• Supervised warehouse personnel during cycle counting of inventory valued at an average of $50 million. • Analyzed and investigated variances to inventory records. • Active role in the calculation of cost standards and preparation of the annual budget. • Performed audit and reconciliation of general ledger inventory accounts.• Assisted internal and external audit teams. • Member of Total Quality Management Committee.

• Audited and paid vendor invoices and processed employee expense statements.• Responsible for the training of new employees in the department.• Educated company personnel regarding finance policies.