Interim CFO and/or Mgmt Consultant to private / public companies and its boards. Major areas of focus: corporate finance and strategy, startups/turnaround / change management, IPO-readiness, full cycle M&A, post-merger integration, capital acquisition, strategic financial planning analysis, SEC/GAAP/IFRS financial reporting, project management / ERP implementation, and internal audit / SOX compliance and remediation.

CFO responsible for setting financial and urgent to-market strategy for ultra-rapid growth financial services organization ($40m ’18 to $300m+ 2019 run rate): • Developed/implemented FP&A process, including long-range forecasting critical to PE in developing exit strategy and market prep and maintaining debt-free capital structure., Completed tax-to-GAAP restatement, Concevied / implemented internal control environment, saving the company almost 30% annual revenue (bad debt); Led ERP / CRM conv

Developed / implemented entire financial planning and accounting processes / control environment. Grew company organically and through acquisition and year two ann revenue by 50%. Implemented FinReporting processes key in successful transaction

Held key leadership role in developing strategy / execution of a highly successful corporate relocation turnaround of $500 million multi-channel manufacturer/distributor/retailer. Head of five divsions including FP&A, Treasury, Operational Acctg, Plant Actg, Legal, AR, AP.

Key player in $1.2 billion merger between Brookdale Senior Living and American Retirement Corporation to create the largest owner/operator of senior housing in the United States, with 690 communities in 47 states. Managed a large accounting / finance team and comprehensive financial reporting process to maintain regulatory compliance with the Securities and Exchange Commission. Responsible for the preparation of Company earnings releases, investor relations materials

For 509-store, highly successful retailer/restaurant concept operating in 41 states, responsible for complete reengineering, coding and automation of monthly board financial package, and redesigned and automated fixed asset control and documentation processes, collectively reducing close time by more than 50%