PROFESSIONAL EXPERIENCE
Director, Sarbanes-Oxley Compliance 2007
Company was required to become Sarbanes-Oxley compliant within twelve months. This required an education of the management and staff regarding requirements and processes for SOX compliance in accordance with PCAOB standards and AS5 guidelines. I performed a company-wide risk assessment to determine needed financial controls and procedures, completed documentation of processes and procedures of company wide key controls and lead the cross-departmental collaboration to establish additional internal controls resulting in no material weaknesses for the year-end reporting.
Having successfully lead the company through year-one SOX compliance, I decided to return to the more traditional Controller role with SOX compliance as one of the responsibilities and not the only focus.
Corporate Controller 2005 - 2007
Recruited to direct all aspects of accounting operations for high growth private company with over 500 company and franchised locations and sales approaching $285 million. Reduced the monthly close process by 3 days through more efficient procedures. Established company wide cross-functional team for successful integration of franchise store acquisitions to increase sales and improve store operations more quickly then in previous acquisitions.
Collaborated with external and internal counsel and external auditors on SEC filings required as part of the merger transaction. Due to unusual nature of merger transactions (SPAC) and size of the transaction, largest SPAC transaction to date, the SEC was extremely stringent in their review. The transaction necessitated three rounds of SEC comments and responses before the transaction was approved.
Managed a staff of 14 including 4 direct reports in the financial accounting and reporting, payroll, accounts payable and treasury/internal audit departments.
Independent Contractor/Bankruptcy Claims Specialist 2002-2004
Recruited by former VP of Finance to work with bankruptcy trust based on broad knowledge of requisition, purchasing, and accounting procedures to review, research, and establish status of bankruptcy claims filed against former company. Communicated and collaborated with outside counsel, vendors, consultants, and employees to determine legitimacy of claims based on lease agreements, purchase orders, invoices, and other source documents. Provided documented support of invalid or unsubstantiated claims totaling over $8 million thereby providing additional funds for bondholder payments. Assisted with audit of construction and contractor claims for previously paid or invoiced amounts resulting in possible savings of $300-500K.
Assistant Corporate Controller/Dir of Accounting Services 2000 –2002
After 6 months as Fixed Asset Manager, earned promotion to the position in order to direct the efforts of multiple accounting services groups to ensure customer satisfaction; accurate and timely reporting; and cross-functional coordination of departments. Managed general ledger, payroll, stock, accounts receivable, fixed assets and accounts payable departments. Prepared monthly accounting close calendar, coordinated with, and communicated to multiple accounting and finance groups in order to ensure timely output of financial statements. Directed efforts of accounting and fixed asset groups during quarterly and year-end audit reviews with external auditors. Reduced sales outstanding through effective use of both Siebel’s and Oracle’s customer billing applications.
Led system testing and directed post-implementation training for end-users of selected modules for corporate conversion from Solomon to Oracle 11i. Overall responsibility for the fixed asset module conversion duties and played an instrumental role in general ledger and accounts payable modules’ conversion. This successful conversion allowed for more detailed reporting capabilities, provided an integrated system from customer order through revenue recording and streamlined financial reporting.
Collaborated with lease accountant to develop a detailed Excel worksheet to calculate deferred rent and rent expenses for all 20 corporate leased facilities with stepped possession dates, significantly improving accuracy of audit schedules and lease payments. Credited with collection of outstanding payments that led to the recovery of approximately $2 million dollars in past due receivables. Assisted with the identification of the overpayment of nearly $900,000 in employer tax payments that occurred during a major corporate acquisition. Managed 25 employees including 3 Managers and 3 Staff Accountant
Fixed Assets Manager 1999 - 2000
Chosen to develop Fixed Assets Management Department to record and reconcile assets purchased and leased through the corporate office, internet data centers and acquired locations, valued at $1.2 billion with $14 million in monthly depreciation. Prepared property tax returns and coordinated the physical inventories of twelve locations nationwide. Designed Integrated Asset Management System in collaboration with several departments to more accurately track assets involving both capital and operating leases and capital purchases. Recruited and managed an effective asset management team responsible for all corporate assets.
Northern California Franchising Manager 1997 - 1999
Selected from competitive group of candidates for promotion to lead compliance with franchising policies and procedures for 150 franchisees throughout Northern California and Nevada. Successfully recruited, trained, and developed ten prospective franchisees to become successful owners, both operationally and financially.
Instrumental in planning organizational growth through design and management of strategic franchising plans, quantifying future franchisee opportunities. Positioned franchisees for success by scrutinizing potential candidates and selecting approximately 10% for placement in the training program designed to develop operational skills, procedural knowledge and financial abilities, effectively utilizing financial background.
Regional Controller 1986 - 1996
Recruited from Corporate office to manage the financial needs of 250 restaurants in the northern California territory, generating annual sales of $300 million. Scope of responsibility included compiling tactical financial plans for sales, real estate development, overhead expenses and restaurant profitability utilized in regional goal setting.
Improved the profitability of new locations by 5 – 10% by personally approving profitability analyses for all real estate acquisitions and conducting effective negotiations with real estate representatives. Completed detailed analysis of franchise financial and operational history to develop financial assistance plans, including rent reduction, reinvestment and capital improvement agreements, and deferred payment plans, increasing cash flow and sales up to 15%. Contributed to bottom-line profit by establishing regional business review and three-year strategic profitability forecast to determine staffing, operations, and restaurant development needs.
Honored with the President’s award in 1994, awarded to only the top 1% of the company’s employees worldwide.
EDUCATION AND PROFESSIONAL CERTIFICATIONS
CALIFORNIA BOARD OF ACCOUNTANCY Sacramento, CA
Certified Public Accountant License
GOLDEN GATE UNIVERSITY San Francisco, CA
Masters of Business Administration
UNIVERSITY OF ILLINOIS Chicago, IL
Certified Public Accountant Certificate
INDIANA UNIVERSITY Bloomington, IN
Bachelor of Science in Accounting |
