$400+ million global fitness industry leader that designs and manufactures premium commercial fitness equipment. Precor’s professional gym equipment is chosen by fitness facilities and individual exercisers in over 90 countries across the world. Global responsibilities included finance, operations, manufacturing, quality, testing, supply chain, distribution, customer service, information technology, sales process and systems, strategic project management, human resources and leading mergers & acquisitions activities. Additional responsibilities include starting and leading Precor’s global parts and services business.

$190 million commercial aircraft repair, maintenance and overhaul organization with approximately 1,800 employees and over 1.2 million square feet of maintenance facilities. Responsibilities included managing a finance department of approximately 20 professionals and a 150-member supply chain and tooling organization responsible for strategically sourcing aircraft parts and services and negotiating vendor contracts. Also responsible for preparing the consolidated financial statements for the combined parent entity, Taurus Aerospace Group, which included multi-state and international financial results with total enterprise sales of approximately $270 million.• Recruited to lead the due diligence efforts associated with completing the sale of the business from Goodrich Corporation to Macquarie Bank Limited. • Capitalized on a network of professional contacts to quickly secure new stand-alone financing, treasury, investment management, legal representation and risk management services.• Led efforts to review the company’s vendor base and strategic sourcing initiatives. Introduced vendor scorecard process and CAR (Corrective Action Request) program which resulted in a higher percentage of on-time deliveries and less tooling and inventory investment.• Developed and implemented weekly dash-board reporting to drive real-time project and product line profitability analysis.• Renegotiated temporary labor staffing contract resulting in annual savings of over $ 1 million dollars.

Full operational responsibility for manufacturer of heavy-duty commercial cooking equipment. Responsibilities included board and investor relations, manufacturing, engineering, finance, human resources, strategic planning, market analysis and product planning. Hired to lead turn-around efforts and sell this 100-year-old company which was owned by two private investment groups. • Led the successful strategic planning and reorganization efforts of a company on the verge of insolvency. The result of these efforts was the preservation of capital and a positive return for the majority investor.• Successfully worked with Lang’s manufacturing team to reduce cost of goods sold by identifying more efficient fabrication equipment, eliminating chronic warranty expenses, improving production work-flow and reducing required manufacturing space from 90,000 to 65,000 square feet. • Recruited and led team responsible for updating all cost accounting systems and manufacturing procedures, resulting in full product line, customer and sales channel profitability reporting, a 15% reduction in inventory by systematically recalculating required kanban levels, an improvement from 65% to 90% vendor on-time delivery, closing of all open L&I claims, and over 700 days without a lost-time incident.• Upon hire, immediately secured new financing. This financing was the critical turning point in company’s turn-around efforts as the previous lender had called the loan and had begun “work-out” proceedings. • Continued to find significant additional sources of capital, including: manufacturing equipment leasing, deferring building lease payments, and negotiating lines of credit and consignment programs with key vendors.• Promoted from Chief Financial Officer to General Manager in 2004.

Approximately $100 million organic food company that consisted of three separate companies: Cascadian Farm, Inc., Muir Glen, LLC and Fantastic Foods, Inc. Company had domestic and international sales with approximately 100 full-time and 500 seasonal employees nationwide.• Completed the sale of two of the above companies to General Mills in January 2000. Key member of the team responsible for completing this transaction. Responsible for managing all due diligence activities.• Part of mergers and acquisitions team. Transactions include:1996 - Finalizing sale of Cascadian Farm, Inc. to the Disney family and GE Capital.1997 – Formation of Small Planet Foods, Inc., and merger of Cascadian Farm and Fantastic Foods management and sales teams.1998 – Purchase of Muir Glen and integration of operations, management and sales teams.1999 – Sale of Small Planet Foods, Inc. to General Mills, Inc.• Successfully secured two separate rounds of financing.

Assisted clients in complying with the reporting and filing requirements of the Securities and Exchange Commission for publicly traded companies, as well as assisted in initial public offerings.