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Work History

Oct 2011Present

Chief Financial Officer

Pro Tech International

Oversee financial operations for this international distributor of chemicals used in the processing of sugar to companies in the US, Australia, South and Central America, Africa and Asia.Initial successes include review of prior year tax returns for Australian operation resulting in AU$50k refund. Revamped inventory management procedures company wide, resulting in prevention of AU$30k over payments due to correction of mishandled inventory and pricing from vendors.Changes to inventory handling in USA have resulted in pushing down of duties from owner level to Shipping Manager level for all inventory handling issues. This has allowed owners to emphasize client relationship management in their daily activities instead of detailed paperwork.

Apr 2010Mar 2011

VP Finance

ATS Logistics, Inc.

Family owned warehousing, transportation and freight management company with operations in Charleston, SC.

Vice President of Finance

Challenges: Overcome 2 years of strain on the companies finances and cash flow resulting from the economic downturn of 2008/09.

  • Banking Relationships: Developed financial tools geared toward obtaining financing to reduce monthly cash outlays dedicated to financing.

  • Financial Management:Led a team of 4 accounting staff to provide timely and fully analyzed financial statements each month.

  • Executive Leadership: Participated on “Round Table” executive committee for purpose of establishing organizational direction and executing tactical strategies.

  • Cash Flow and Expense Controls:  Reduced Factoring fees as percent of sales by 26%.  Reduced cost off fuel for forklift operations by 15%
Jun 2004Mar 2010

Board Member/Treasurer

Big Brothers Big Sisters of Southern Nevada

I served on the Board of Directors for Big Brothers Big Sisters of Southern Nevada as a volunteer and held the responsibility of Treasurer from  2007 to 2010, which included chairing the Budget, Finance & Personnel Committee and serving on the Executive Committee.

Led Finance Committee during difficult times related to the recession of 2008 when donations and financial contributions declined dramatically.  Severe cuts were necessary to maintain organizational viability.  I was intricately involved in the decision making process with regard to the where and how much we needed to cut.  Big Brothers Big Sisters of Southern Nevada continues to serve the Las Vegas community and has since returned to a much better more secure position.

Big Brothers Big Sisters of Southern Nevada is a non profit organization that focuses on providing mentoring relationships for at risk youth. They currently serve over 500 children throughout Southern Nevada with a heavy focus on Las Vegas.

Mar 2009Feb 2010

President - US Operations

Glitter to Green

International purchaser of precious metals through the hosting of private parties.  Offices in the United States, Great Britain and Australia.

Hired to develop structure, policies and procedures affecting all facets of this start up company.  Original 6 month contract extended upon expiration due to continuing need for executive leadership.

Challenges: Need existed to hire and train staff in company procedures along with compliance issues related to Anti Money Laundering rules applicable to the business. Work through regulatory issues with regard to direct purchases of precious metals from the public, including development of Anti-Money-Laundering (AML) program.

  • Business Start Up: Established a mail in service for gold purchases in London, England. Developed complete flow of business processes to accept precious metals through the mail and ensure appropriate payment to clients after they have the opportunity to view the testing of their gold via SKYPE call online. Hired management team for our London operations, including both the gold party and mail in operations.

  • Launched gold party business for the company in the Los Angeles market. Developed new method of purchasing gold when the party business had to be eliminated as a result of regulatory concerns.

  • Developed various manuals for use by the company, including Human Resources Policies and Procedures, Operational Procedures and Anti-Money-Laundering training.

  • Completed setup of Microsoft Dynamics software for use by all divisions of the company (United States, United Kingdom and Australia).

  • Negotiated contract with key vendor that provided company with initial licensing required to conduct business in Las Vegas.

  • Negotiated new banking relationship with Wells Fargo Bank, including establishment of treasury management services required to ensure proper controls over cash were established and followed.

Jun 2007Oct 2008


Diamond Bay Investments, Inc.

Newly created role focused on development of strategies to take advantage of growth opportunities for this small investment firm. Worked with CEO to identify market opportunities and strategies to take advantage of those capabilities, including the development of a $20 million investment fund and the creation of a broker/dealer with complete FINRA approval.

Challenges: Individual investors were exposed to the financial wherewithal of individual developers and the company needed to develop tools that would enable us to provide those investors with products that would mitigate risk and allow the company to retain investor dollars as loans paid off.

  • Product Development: Coordinated with CEO in the development of an investment fund in which we provided our investors the opportunity to spread the risk of their individual trust deed investment across multiple trust deeds. We raised over $20 million into the fund, including creative methods that allowed investors to participate through transfers of investments already made with Diamond Bay.

  • Strategic Planning:Determined, in conjunction with CEO, the need to build a wholly owned broker/dealer to provide internal sales managers with an avenue to earn commissions on the sale of fund products. Built the broker/dealer from scratch, including the development of a business plan, supervisory procedures, financial projections and external relationships necessary for the maintenance and back up of electronic records. Also coordinated with FINRA in the development of all materials required for final approval of the broker/dealer.

  • Investor Relations:Created reporting mechanisms for Registered Investment Advisors and their clients on the operations of the fund. These mechanisms included monthly distributions of income and reports on portfolio performance and became much more challenging as the real estate sector began to collapse in 2008.

Jul 2002Jun 2007


Priority Networks, Inc.

Original role as CFO was created by the owners when they determined their ability to survive as a going concern was at risk if they did not establish structure and financial controls. Successfully developed the required structure and guided the company through double digit growth during each of my 5 years of employment.  Promoted to President in 2005, led further growth and eventual sale of the company in 2006.

Challenges:Lack of structure, financial controls and clear direction for future growth restricted operational scalability

  • Infrastructure Development: Created financial controls, human resource policies, marketing department and led a cross functional team of executives in the development of training programs that gave the company scalability in our operations.

  • Business Development: Restructured company's approach toward obtaining clients, resulting in new contracts in Las Vegas and Minneapolis valued at over $2 million per year in gross revenues and the expansion of products in Long Beach, increasing gross revenue by $200,000 per year. Created marketing department and developed materials to support our business development efforts.

  • Planning and forecasting:Built business plan that was subsequently utilized to continue the 20%+ growth the company was experiencing. The business plan included a 3 year projection of income and expenses and was eventually a key component in our negotiations when the company was sold to our competition.

  • Leadership:Developed a team of professionals working toward continued growth, both through new accounts and through expansion of revenue base in older accounts. Revenue base expansion in older accounts resulted in adding over $500,000 in annual revenue. Developed a training program for key managers around the country providing them with knowledge in a variety of subjects ranging from the latest technologies to the latest human resources requirements they would need to follow.

  • Transition: Led efforts to sell Priority Networks, Inc. to our competitors in a deal that concluded in August 2006 and stayed with the company to transition clients and processes to the new company.

Mar 1992Jun 2002

Multiple Titles


Executive Director of Facility Accounting, Philadelphia, PA (1998 – 2002)

Director of Finance, Denver, CO (1994 – 1998)

Accounting Manager, Los Angeles, CA (1992 – 1994)

Challenges: Continued expansion and growth positioned the company to need a strong leader who could facilitate change in new facilities while monitoring the financial operations of current facilities.

  • Operational Transitions:Created new finance staffs in newly constructed convention centers and restructured staffs in facilities in which objectives were not being met. Spent 9 months in Anchorage Alaska as member of 2 person team to salvage accounts that were at significant risk of being lost, resulting in 10 year contract valued at over $200,000 per year in fees.

  • Leadership:Led a nationwide team of over 25 Finance professionals and their staffs in the development of financial statements, budgets, analysis and problem solving to ensure individual locations had adequate financial resources to maintain successful operations. Enhanced previously existing training program to include greater focus on practical use of financial policies and procedures along with focus training new employees in the transactional accounting required for their roles.

  • Financial Projections:Created model for projecting new facility management opportunities for business development, including a 5 year forecast of revenues and expenses. Coached local Directors of Finance on annual budgets and mid year forecasts to ensure accuracy in both of these critical functions. Prepared, approved and monitored budgets for multiple multi-million dollar facilities throughout my career with SMG.

  • Stakeholder Accountability: Reported results of operations to city and state contract management teams throughout North America. Negotiated with municipalities on reporting requirements and local financial objectives for facilities. Negotiated directly with local government in San Juan, Puerto Rico to collect balances owed to SMG in 2001 in excess of $200,000.



Koala Blue, Inc.

Controller (1990 – 1991)

Assistant Controller (1989 – 1990)

Prepared financial statements and monthly reporting to trustee, collected receivables, managed inventory and cash flow.


Payroll Tax Staff Accountant

Ralphs Grocery Company, Los Angeles, CA

Prepared multi-state quarterly and annual payroll tax returns, analysis of flash to actual results for various operations and account analysis.  Trained functional managers in preparation of flash reports to reduce variances.




Colorado State University Executive MBA Program


Old Dominion University

Major: Accounting


General Aviation Pilot

Federal Aviation Adminstration

Series 7 - General Securities Prepresentative


Series 24 – General Securities Principal Certification 2008


Series 27 – Financial and Operations Principal 2008


Series 63 – Uniform Securities Agent State Law 2008