Experience

The Florida CFO Group

• United States
• Executive Offices
• 1 - 100 Employee

• Partner

  • Feb 2019 - Present



NWI TCC Holdco, LLC

• Tampa/St. Petersburg, Florida Area

• CFO

  • Dec 2017 - 2018

  A leading specialty manufacturer and distributor in the building supply industry. This was a fractional role that turned full time in order to complete the sale of the company to a PE firm and complete two follow on acquisitions within five months. A leading specialty manufacturer and distributor in the building supply industry. This was a fractional role that turned full time in order to complete the sale of the company to a PE firm and complete two follow on acquisitions within five months.



Fractional OCFO

• Tampa/St. Petersburg, Florida Area

• Principal

  • 2017 - 2018



Aptaris

• Tampa/St. Petersburg, Florida Area

• CFO

  • 2015 - 2016

  Aptaris is a SaaS based marketing enterprise management innovator delivering visibility and control of the entire marketing communication and promotion process. Aptaris connects systems, data, processes, and people so users can quickly identify opportunities, improve communications, get more from budgets, and drive profitability. In a world of fewer resources and growing complexity, we help marketers do more with less. Brought on board as CFO to assist the company in building a platform for its growth objectives. To achieve that growth he was able to draw on his past experience working with software companies to raise capital, drive operational reporting and strategic planning.



SAXOTECH A/S

• United States
• Software Development
• 1 - 100 Employee

• EVP & CFO

  • 2006 - 2014

  Results-driven executive whose accomplishments reflect superior business acumen, financial development skills and a demonstrated commitment to organizational growth. Operationally oriented and effective in implementing systems, strategies, and processes to improve performance and profitability.  Built the finance team into an operationally efficient, lean and highly productive value add part of the business, now recognized by a Big 4 audit firm as “probably the best run company we have seen of this size.”  Revamped the reporting format from an unsophisticated small Danish company to a modern international software company to allow benchmarking with other software companies. Enhanced the degree of operational and KPI metrics reporting to better assess real business drivers.  Very quickly gained the trust of the CEO as a business partner in all aspects of the business.  Introduced cash planning and forecasting tools to allow the company to control and gain visibility into its liquidity requirements, allowing the company to proactively work with our lenders to ensure that our working capital line of credit would support the seasonality of the cash flow in the business.  Drove the change in the revenue business model that reduced the sensitivity to timing of new bookings and improved visibility and predictability. As a consequence, improved the profitability of new bookings.  Managed the transition from a capital licensing business model to a software as a service (SaaS) business model and the ensuing requirements to finance that change.  Led the mergers and acquisitions (M&A) for the company on both the buy and sell side, including negotiations, due diligence management and obtaining Board approval to proceed.  Appointed Interim CEO for a four month period due to a medical leave. During this time of no contact with the predecessor, received the full support of the Board and was able to drive positive change in the business on many different levels.



Alogent Corporation

• MEMBER - BOARD OF DIRECTORS

  • 2006 - 2008

  Requested to stay involved with the company by the Founder and CEO of the company as a Member of the Board of Directors after I was recruited to Saxotech Inc., to continue to leverage my experience in operations and finance management and advise and mentor the new CFO. As one of five members on the board, played a key role in the eventual valuation and successful sale of the business in 2008.

• CFO

  • 2001 - 2006

  As CFO, played the lead role in creating an investor relations program with the VC community and raised VC capital to support the ongoing operations. Played the lead role in seeking out and evaluating M&A opportunities as well as instituting changes in the business model to improve the predictability and visibility of revenue.  Instituted an Audit Committee and Compensation Committee as well as other changes in reporting and controls aimed at complying with current standards in corporate governance. Implemented new financial and operational systems that significantly improved the quality of reporting on business metrics across the company and with internal controls.



MAPICS

• Software Development
• 1 - 100 Employee

• CFO

  • 1997 - 2001

  Brought on board by leadership to manage the separation of the MAPICS business from the former parent company, Marcam Corp. Instrumental in the transition of the MAPICS Business Unit into a public company and successfully led company through process optimizations and productivity improvements. Built a finance organization to support MAPICS, Inc as it grew from $70M division to a $140M public company within four years.  Lead the strategic acquisition of Pivotpoint Inc. in a $48M cash transaction.  Raised over $100M of debt financing in two transactions to fund strategic initiatives.  Played a lead role along with the CEO in the IPO of MAPICS that raised $64M.  Secured research sponsorship of nine sell-side research analysts within 12 months of going public.