Goal-driven, results-focused professional whose diverse background includes CFO of a public staffing, placement and PEO firm; eight years as the CFO/VP of Finance for systems integration and healthcare e-commerce businesses; seven years as a CPA/CMA with a Big 4 audit and consulting firm, working primarily with growing, small and middle-market high-tech clients; and three years as an operations manager in the hospitality and equine management industries. Effectively partners with C-level executives on strategic planning and decision making. Analytical, resourceful problem solver adept in identifying necessary changes; securing buy-in from subordinates, peers, and superiors; and facilitating successful implementation. Dynamic leader who offers proven strengths in improving morale and guiding teams to deliver dramatic increases in efficiencies, revenues, and customer satisfaction. Technically savvy.
1985 - 1989
Business Assurance Manager
Coopers & Lybrand
As an audit manager with this Big 4 public accounting firm, provided services to small and middle-market clients, primarily those in the high-tech, environmental, and manufacturing industries with revenues up to $550 million and assets up to $420 million, in the company’s audit practice.Performed detailed analyses of clients’ finances and operations to improve operations and the bottom line.Worked with clients on SEC issues, such as public offerings, ongoing filings, and technical disclosures, conducting in-depth research to obtain SEC approval.Met with the boards of directors and audit committees of client companies to discuss audit and business issues.Participated on review and promotion committees; offered feedback to staff regarding career objectives and progress.
àDeveloped and managed a new environmental services practice for Coopers & Lybrand as a leader of a team that included partners and staff from a variety of disciplines, providing a focused approach to small and start-up companies that resulted in the acquisition of new clients in the first year that generated fees in excess of $85,000.
àIncreased audit efficiencies for Coopers & Lybrand from 2% to 50% through the deployment of new technologies throughout the Boston cluster of offices, including formal and informal training of all professional staff and partners.
àLed audit teams comprised of partners, staff, and specialists in other practices on ten simultaneous, complex audit engagements while developing staff, boosting audit efficiencies and rates per hour from 5% to 30%, increasing client contacts, improving client relationships, and growing sales of specialist services from $2,000 to $3 million.
àDramatically elevated staff morale and increased rates per hour by as much as 30% by designing and implementing initiatives that granted greater responsibility to lower staff levels.
àAchieved sales increases up to $280,000 by replacing other managers on audits where clients had threatened to leave and taking action to improve and further develop relationships with the clients.
Jun 2009 - Present
Chief Financial Officer
Manage all financial aspects of operations. Responsible for all SEC filings.
Nov 1999 - Dec 2007
Sr. VP of Finance
Provided leadership to the finance and human resources groups of a growing, public healthcare e-commerce company. Controlled an annual budget of $50 million. Supervised a staff of seven. Collaborated with executive management to coordinate due diligence activities and negotiate financing arrangements. Managed cash flows to anticipate receipts, administered debt balances, planned for cash needs, and drove efforts to maximize returns on available balances. Handled SEC reporting and inquiries. Facilitated ad hoc analyses to monitor various aspects of company operations. Reported to the CEO and Board of Directors.
àHired to correct serious internal control issues and restore owner confidence in company financials and operations.Designed and instituted a complete set of internal controls, an annual budgetary process and a monthly financial and operational reporting system used by executive management to lead the company to profitability andreduce debt from $6.6 million to $1.1 million (88% to 14% of total assets) in less than two years after 11 years of losses.
àDeployed various software solutions to improve efficiencies, including new automated budgeting, reporting, and human resource systems that resulted in a 25% reduction in staffing.Restructured and instituted new payroll and employee benefits programs; expanded benefits to employees fourfold while sustaining healthcare benefit cost increases of 0%-6% between 2000 and 2006, following prior year annual increases of 25%-40% by outsourcing human resource and payroll functions.
àLed successful due diligence efforts that resulted in the sale of ENS, Inc. to the Ingenix division of UnitedHealth Group in 2006 for $52 million.
àManaged annual audits and quarterly reviews by outside auditors, achieving zero reportable events or adjusting entries.
àSpearheaded the introduction of Sarbanes-Oxley requirements, achieving cost savings of more than $200,000.
àNegotiated annual savings of $300,000 in human resources outsourcing services by correcting the vendor’s fee calculations despite the vendor’s desire to increase costs.