CHIEF FINANCIAL OFFICER / VICE PRESIDENT OF FINANCE
Start-Up Enterprises, High-Growth Ventures & Public Corporations
Performance-driven international finance and operations executive with impressive record of success as a change agent that spans over 20 years. Expert qualifications in strategic financial and business leadership, operations management, financial planning and analysis, and process improvement. Repeatedly served as business counselor and advisor to C-level management, Board of Directors, and functional leaders.
Corporate & Investment Finance
SEC Reporting & Compliance, SOX
Strategic Business & Market Planning
Divestitures, Mergers & Acquisitions, Integrations
Turnaround, Restructuring & Change Management
Process Design & Productivity Improvement
Joint Ventures, Partnerships & Alliances
Executive Level Sales
Information Systems & Technologies
Internal Control Auditing
2006 to Present
Conducted high-level financial consulting engagements. Studied for, and took the CPA exam, passing on the first attempt. Obtained CPA License.
1998 to 2005
PEMCO AVIATION GROUP
$200 million publicly traded Aircraft Maintenance Repair and Overhaul (MRO) corporation serving the US Government and foreign and domestic commercial customers. Pemco also develops and manufactures rocket vehicles, control systems and aircraft cargo systems, and provides aircraft parts, support and engineering services.
Pemco World Air Services, Inc., Dothan, Alabama
Subsidiary of Pemco Aviation Group, with $65 million in annual sales, providing aircraft maintenance and modification services to commercial customers in domestic and foreign markets, including major U.S. air carriers.
Division Chief Financial Officer - Vice President, Finance and Technical Services (2004 to 2005)
Recruited to lead accounting, SOX compliance, information systems, strategic planning, production planning, contracts, purchasing, and industrial engineering (including lean manufacturing) for subsidiary operations. Supervised staff of 130.
* Elevated work productivity by utilizing sophisticated analysis to expand a select number of aircraft parts in satellite warehouses. Efforts directly augmented annual earnings by $1 million.
* Teamed with head of operations to execute complete turnaround plan for the Conversion product line. Improved earning capabilities by restructuring key areas of operations including staffing, production planning and engineering processes resulting in $3.6 million in improvement during the first year.
*Conceptualized and directed the development and implementation of a new work card process designed to dramatically increase the likelihood of successfully converting passenger aircraft to freighters at an alliance partner located in China.
Pemco Aviation Group, Birmingham, Alabama
Chief Financial Officer / Vice President, Finance / Treasurer (1998 to 2003)
Recruited by Chairman and CEO to serve in dual role as VP, Finance and CFO; charged with leading efforts to turnaround operations, improve financial performance, and bring company back into compliance with SEC requirements.
Held CFO-level responsibilities with accountability for all accounting and finance activities including controller and treasury functions, regulatory reporting, capital budgeting, M&A and investor relations. Managed staff of 35.
Served as Acting Secretary to the Board of Directors.
* Advocated and negotiated with auditor to remove the "Going Concern" disclosure from company's Financial Statements.
* Revised internal processes and procedures which brought company back into compliance status with SEC requirements.
* Repaired previously strained relationships with company's primary lending institution which allowed for better negotiations on future transactions and banking needs.
* Increased company's line of credit by 57% by consulting with investment bankers to carefully identify and select new lending institution; negotiated terms of new credit line.
* Added $2 million to company's bottom line performance by preparing compelling report and financial analysis which convinced company's president and Board of Directors to shut down two poorly-performing divisions.
* Shrunk accounting closing process from 35 days to 7 days and decreased adjusting entries from 54 (1997) to 2 (2002) by improving internal accounting and financial reporting processes.
* Orchestrated $500,000 cost savings on $3.5 million technology upgrade project by serving as executive team leader and negotiating final terms of software purchases and service delivery.
1994 to 1997
Convergent Group Corporation
Worldwide corporation with $57 million in revenue operating primarily in the Geographic Information Systems (GIS) segment of the Information Technology industry.
Chief Financial Officer
Selected by Chairman and CEO to stay on board after merger as senior financial executive with direct oversight for accounting and corporate finance activities, business management and financial planning. Directed related activities for mergers and acquisitions including due diligence activities and integration of internal operations. Supervised worldwide staff of up to 33 employees.
Served on Board of Directors for US-based and UK-based subsidiaries. Assigned as one of two Trustees of the Corporation's 401K Plan.
* Enhanced system usability, decreased ad hoc reporting time by 90% and lowered annual operating expenses $50,000 by conceiving new cost and time-reporting system.
* Boosted productivity/output and reduced expenses $100,000 annually by integrating and consolidating two separate accounting staffing groups.
* Improved bid rates on future contracts and recouped $250,000 on existing deals by revising cost rates to accurately reflect true cost of business.
* Ceased operations of unprofitable subsidiary which improved annual earnings by $2.5 million after one-time charges.
* Consulted with company President to devise and implement comprehensive turnaround plan which restructured company's operations. Efforts had significant impact that reversed company's negative cash flow.
1993 to 1994
Graphic Data Systems Corporation
St. Louis, Missouri
Worldwide corporation with $35 million in revenue operating in the GIS and Architects, Engineers, and Construction (AEC) segments of the Information Technology industry.
Chief Financial Officer
Recruited by new company President after spin-off from Electronic Data Systems Corporation. Managed all facets of internal accounting, financial planning, human resource management and strategic planning for newly-created company. Served on Board of Directors and as Treasurer and Secretary. Directed worldwide staff of 24.
* Supported CEO in sourcing viable merger candidates and developed contract which led to formation of Convergent Group.
* Closed $1 million in additional sales to a major customer during an executive level sales call.
* Saved company $60,000 in monthly fees and expenses by implementing plan to meet worldwide independent accounting and administration requirements/standards for spin-off operations.
* Circumvented $170,000 in additional fees for Stamp Duties and preserved IRS Statute 351 tax treatment in US by creating legal entity to house European-based operations.
* Emerged as highly-visible leader during company transition by promoting open communication among employees; efforts helped secure jobs for over 95% of workforce.
* Replaced costly reporting system and designed and implemented improved version within 15 business days.
1991 to 1993
Electronic Data Systems Corporation
St. Louis, Missouri
$30 million revenue-generating division operating worldwide in the GIS and AEC segments of the Information Technology industry, providing packaged software, hardware, software maintenance, and professional and implementation services.
In 1991 Electronic Data Systems (EDS) purchased the McDonnell Douglas Systems Integration Company (MDSI), which included the GDS Division.
Director, Finance & Administration
Hand-picked to stay on board after company acquisition and serve as corporate finance representative within the division. Full P&L management responsibilities including divisional accounting and finance, management information systems, and credit and collection. Managed 22 employees.
* Uncovered eligible tax deduction of $15 million, $3 million per year, by conducting extensive financial analysis and projection related to software purchase.
* Teamed with company executives to facilitate the spin-off of GDS product line to third-party investor which led to formation of Graphic Data Systems Corporation.
1982 to 1991
McDonnell Douglas Corporation, McDonnell Douglas System Integration Company
Infrastructure Solutions Group
St. Louis, Missouri
Group consisting of three divisions with $80 million in revenue operating in the
GIS, AEC, telecommunications, and state government segments of the Information Technology industry.
Director, Finance & Administration
Progressed rapidly through series of increasingly challenging positions in pricing, financial planning, and mergers and acquisitions to pinnacle role as Director of Finance and Administration becoming one of youngest directors in company. Managed all corporate finance and administration activities for the group. Supervised up to 18 employees.
EARLY CAREER with the Federal Reserve Bank of St. Louis included positions managing financial and operational audits.
EDUCATION & CERTIFICATIONS
WASHINGTON UNIVERSITY - St. Louis, Missouri
Master of Business Administration (MBA), Finance
Bachelor in Business Administration / Accounting
Certified Public Accountant