PROFESSIONAL EXPERIENCE
Results driven executive with a proven record of success providing innovative solutions to improve financial performance and operational efficiency enabling organizations to achieve strategic business objectives.
Areas of Expertise . . . Operational Efficiency and Profit Improvement . . . Strategic Planning . . . Business Process Reengineering . . . Project Management Reviews and Controls . . . Financial Planning and Analysis . . . Revenue Recognition . . . Management Reporting . . . Cash Management . . . Budgeting and Forecasting . . . Risk Management . . . Bank Relations . . . Corporate Tax Planning . . . Contract Management . . . Government (FAR) Compliance . . . Client, Vendor, and Company Agreements.
California real estate training organization (2002 - 2004)
Chief Financial Officer
Recruited by the Founder and CEO of this $30M company to develop internal control systems and financial reporting to build profits in the rapidly growing North American real estate training market.
* Managed a staff of 15 and all accounting, banking, legal, risk management, HR and IT functions.
* Processed monthly credit card charges of over 4,000 client coaching contracts.
* Improved profits from 5% to 20% in a flat revenue environment through cost control protocols.
* Acquired $3.7 million office building with SBA 504 loan for lowest fixed rate financing, managed design/construction improvements, and negotiated tenant lease buyouts netting $100K.
Western U.S. engineering and consulting firm (1996 - 2002)
Chief Financial Officer, Treasurer, and Principal
Recruited by the CEO and new President to reengineer business processes and build new operational infrastructure and IT systems to enable continued growth for this $30M, 7-office, environmental engineering and consulting firm and its $5M sister construction company.
Managed staff of 10 responsible for accounting, budgeting and forecasting, financial reporting, banking and auditor relationships, contracts, stock ownership, facilities, computer systems, and human resources. Established financial controls and operations practices, converted accounting system, developed performance metrics, directed pre- and post-integration of mergers and acquisitions, and created an intra-net among western region offices.
* Structured acquisition of a Union Pacific subsidiaryˇ¦s $45M contracts and assets without liabilities, resulting in immediate 40% growth in annual revenues.
* Evaluated and implemented acquisition financing options, cash flow scenarios, project asset acquisition, and staff transitions.
* Accelerated cash flow by reengineering project management procedures including project setup, invoicing and accounting receivable tracking. Developed ISO 9001 project management procedures.
* Changed accounting policies and procedures to assure compliance with FAR government regulations.
* Leveraged cash flow by structuring lease-financing programs for internal capital expenditures.
* Upgraded Deltek / Harper and Shuman accounting system from DOS-based MCFMS to SQL-based Advantage, improving financial data management, management reporting and invoicing.
* Negotiated a $4M working capital line of credit with local banks for tax planning purposes.
* Improved productivity by implementing a performance-based incentive compensation plan.
* Leveraged cash flow by structuring lease-financing programs for internal capital expenditures.
* Initiated regular project reviews of fixed-price contracts to improve revenue recognition and early detection of problem projects.
* Sold firm to a global services company in a VC-led recapitalization of the ERM Group.
Midwestern waste management services firm (1994 - 1995)
(Subsidiary was closed when parent went public)
Group Projects Manager
Hired by the CEO of the $15M remediation services subsidiary of Superior Services to restructure and organize the newly formed company that was created through rapid acquisitions and consolidations.
Managed a staff of 6 Project Managers, developed project bidding and planning procedures, created a 12 month business plan, and guided the implementation of job costing project management software.
* Salvaged troubled project, increased profitable revenues to $600K, and satisfied regulatory agencies.
* Improved profit by successfully negotiating agreements and compliance with clients and regulators.
* Reduced costs by successfully negotiating pricing and risk management with clients and vendors.
* Subsidiary was closed when parent went public in 1995.
Publicly-held international engineering and construction firm (1987 - 1993)
Corporate Financial Operations Manager (1990 - 1993) Torrance, CA
Promoted by the President to the corporate office to address performance issues on the financial statements, identify the underlying problems, and develop and execute corrective action initiatives to improve overall efficiency and profitability of this $400M public environmental services company.
* Reduced days sales outstanding (DSO) by over 20 days on the $110M Accounts Receivable.
* Organized multi-disciplinary division teams to identify operational weaknesses affecting cash flows.
* Increased awareness company-wide of the importance of accounts receivable management by a campaign including training, contests, and peer pressure.
* Consulted to profit center managers on financial aspects of project management affecting cash flows, techniques to improve billability and equipment utilization, and cost control opportunities.
* Managed the divestiture of the $80M manufacturing division and the disposition of real assets.
Regional Director of Contracts and Administration (1987 - 1990) Irvine, CA
Hired by the General Manager of the $30M California Region of the Engineering Services Division to manage all business operations and direct the non-technical support services of the region.
* Managed a staff of 20 including accounting, purchasing, proposals, drafting, and human resources.
* Provided budgeting, manpower planning, backlog review, and strategic planning for 4 CA offices.
* Developed business plan for opening 2 additional offices and managed implementation of the plan, increasing Southern California business by 60%.
* Realized a $100K annual profit improvement by conducting division-wide cost reduction review.
* Led bid/no-bid and project reviews of commercial and government projects up to $2M in value.
UNOCAL Chemicals Division (1979 - 1987) Los Angeles, CA
Manager (1981 - 1987)
Promoted to manage the economic and financial complexities of 40 commodity products competing on reliability of supply, cost and service quality for the $400M operating group of the $1B Division.
* Managed a staff of 18 in 4 groups responsible for shipping and inventory management functions.
* Re-engineered Order Desk to be customer's problem-solvers, building loyalty with decision-makers.
* Negotiated multimillion-dollar agreements for product storage, processing, shipping, and exchanges with location differentials to maximize economic netbacks of product sales.
* Realized $190K in one season by changing California shipping patterns to capitalize on market pricing and by shifting product mix to higher equivalent netback mix.
Business Analyst (1979 - 1981)
Hired by the VP of Finance into the Economics Group to evaluate proposed capital expenditures, pricing strategies, financial performance, and operating and strategic plans for the $1B Chemicals Division.
* Reviewed the risks and economics of a proposed $500M international joint venture nitrogen plant.
* Evaluated the economics of a proposed $50M waste-heat boiler cogeneration power plant.
* Identified $1M in energy tax credits having significant impact on the economics of the project.
* Improved cash management practices by changing billing terms and accelerating invoicing.
United Technology Center (1971 - 1979) Sunnyvale, CA
Senior Engineer
Joined UTC to conduct aerothermodynamic analysis and design of solid-fuel propulsion systems for this $100M division of United Aircraft Corporation. Held increasingly responsible engineering positions developing new analytical tools to enable more efficient designs of the system components.
* Developed computer model for general analysis of a cavity undergoing time dependant heating with blowing and charging that was later used in the analyis of the o-ring failure on the Challenger booster.
* Streamlined engineering analysis by automating setups of thermochemical property maps reducing analysis times from 8 hours to 1/2 hour with improved liability and lower cost.
* Produced manufacturing templates of a critical 3-dimensional component for the $10M Titan III upgrade by developing a computer aided engineering design code to generate a concurrent design.
LICENSES AND ASSOCIATIONS
Certified Management Accountant (#27285)
Member of the Institute of Management Accountants
Professional Engineer, CA (M-16473)
EDUCATION
M.B.A. Finance, Haas School of Business, Univ of California, Berkeley, CA - 1979
M.S. Mechanical Engineering, University of California, Berkeley, CA - 1971
B.S. Mechanical Engineering, University of California, Berkeley, CA - 1970 |
