• PFS (global ecommerce solutions provider) served as Interim Director of Revenue to oversee the revenue team and assist the company in regaining current status with its SEC filings. Coordinated with BDO on the audit and Protiviti on SOX compliance. Managed the accounts receivable aging, reviewed and approved account reconciliations, performed SOX testing, and assessed the credit risk for new potential clients.
• DealerSocket ($200 million automotive SaaS provider) performed FP&A duties on a broad range of revenues, COGS, payroll, headcounts, vendor costs, and prepared budgets and variance analyses.
• Prudent Patriot Capital - created pro forma financial statements for a $25 million PE portfolio company.
• McAfee - part of a team that successfully implemented ASC 606, the new revenue recognition standard.
• First Flight ($12 million air medical transport service) prepared the financial statements for the prior 18 months, reconciled the balance sheet accounts in QuickBooks Enterpris

$150 million retail chain with 36 locations of fine jewelry, watches, diamonds, bullion, and rare coins.
• Restated SEC financial statements; upon completion, NYSE trading resumed.
• Stabilized the business with new processes and reporting, resolved physical inventory discrepancies, and established internal controls and accountability over $16 million of inventory at 36 retail locations.
• Created Sarbanes-Oxley scoping and risk control matrix, then successfully implemented the SOX plan.

• TriState CareFlight ($130 million air medical transport service) developed financial and operational reporting, managed cash flows, refinanced five balloon loans, and evaluated two potential acquisitions.
• FDIC Receivership Oversight - prepared comprehensive status reports for failed banks in receivership.
• GENBAND ($1 billion Internet Protocol provider) accounted for value-added taxes in 36 countries.
• Critical Information Network (PE-backed SaaS company) reconstructed the budget and reduced the break-even cash flow by six months, increased the valuation of the assets acquired in bankruptcy by 14 times to $25 million through a FASB 141R fair value assessment, and developed extensive models for the subscription renewals and the corresponding annual recurring revenue.
• Levantina USA ($36 million distributor of natural stone) improved cash flow while reducing inventory levels 38% by controlling purchases and by discounting obsolete inventory.
• Baylor Health Care System - audi

$40 million Maintenance, Repair, and Overhaul station (FAA Part 145 MRO) owned by Spirit Airlines.
• Directed the financial management of the facility and reported to the corporate office in Fort Lauderdale.
• Created job cost reports and developed maintenance budgets for 31 aircraft, which helped guide Spirit Airlines into replacing its costly planes with new Airbus models, which was critical to competing with JetBlue, which had a successful IPO and was flying new Airbus planes.

Start-up fractional ownership program in corporate aviation with PE funding from Lazard Capital Partners.
• After Lazard Capital Partners unexpectedly withdrew its funding commitment, I worked extensively on raising capital and assisted the CEO in presenting the project to potential investors.
• Developed a new six-year business plan and presented to potential investors.

Joint venture between American Airlines and Bombardier to provide fractional ownership in corporate aircraft.
• Reported to both JV partners as this early-stage company grew from $65 million to $320 million in revenue with 61 aircraft. In April 1998, Bombardier acquired American's interest in the partnership.
• Developed an Accounting and Finance staff of 37 professionals and created the financial and
operational reporting, capital and operating budgets, forecasts, cash flow projections, and a five-year strategic plan. Most importantly, I designed a 13-page Executive Summary that encompassed the critical drivers of the business.

$10 million medical transcription and coding company that serviced 62 hospitals.
• Reorganized the Accounting Department and installed the Great Plains Dynamics ERP system.
• Due to ongoing losses for the last several years, I designed a three-part plan for profitability. 1. Developed ten modules for a company-wide integrated solution, implemented this system at 62 client hospitals, and improved production by over 30%. 2. Developed a new compensation plan affecting all 130 production workers that reduced labor costs by 24% while achieving an attrition rate of less than 4%. 3. Outsourced the human resources, benefits, and payroll functions to Insperity (f.k.a. Administaff) and implemented a first-class medical plan, which reduced annual costs by $200,000. There was an immediate turnaround to profitability after launching this three-part plan.

$8 million national distributor of consigned textbooks and educational materials for 36 publishing companies.
• Turnaround to profitability after resolving an ERP system failure. Tripled the shipments to $100 million.
• Successfully negotiated an asset purchase of a failed textbook depository in New Mexico, signed 112 new distribution contracts, and achieved 95% market penetration.