Chief Financial Officer

• Feb 2019 - Present

Vice President of Finance

• Mar 2018 - Jan 2019

Managed financial reporting for combined Lennar and Cal-Atlantic Raleigh Division through first year as merged operation. This included system migrations for systems used for Accounting, Purchasing, Job Cost, Payroll and Expense and Legal Invoice management including necessary clean up. Led team through initial '19 budget that should deliver 22% growth with 1,800 deliveries.

Raleigh Division Controller

• Dec 2013 - Mar 2018

During my tenure here, I have directed all corporate finance activities, including monthly/quarterly financial statement preparation, recruitment and training of team members to ensure comprehension of company policies and government regulations, and development of forecasting for budget creation and funding allocation. I have collaborated with Purchasing and Land Acquisitions and Development to maintain accuracy in underwriting and ensure proper delivery for a homebuilding company with over… Show more During my tenure here, I have directed all corporate finance activities, including monthly/quarterly financial statement preparation, recruitment and training of team members to ensure comprehension of company policies and government regulations, and development of forecasting for budget creation and funding allocation. I have collaborated with Purchasing and Land Acquisitions and Development to maintain accuracy in underwriting and ensure proper delivery for a homebuilding company with over $170Million in assets. • My successes include championing audits of monthly job cost reviews for closed homes and weekly variance purchase order reviews, enforcing expense policies and correcting discrepancies that increased gross margin growth by 1.2%. I strategically partnered with the Division President to introduce initiatives that resulted in the number of annual closings increasing by 428, doubling the former year-over-year amount. Creating milestone tracking templates allowed the organization to more closely monitor building stages and ensure adherence to community opening schedules that was adopted by the Regional President. I was able to develop and implement a consistent process to update pricing strategies with a sales-through-value versus incentives program that generated a 1.6% reduction in incentive costs. I also provided the direction and guidance that led to the financial department achieving zero audit or SOX compliance deficiencies.

Chief Financial Officer

• Dec 2007 - Dec 2013

In this position, I established strategies to manage financial resources. This involved determining accountabilities, enforcing organizational policies and procedures, carefully monitoring costs and expenses, and managing company finances and accounts for a $200Million building product cooperative with an 18-state footprint. I restructured bank debt and renegotiated relationships to secure a $10Million line of credit, investing profits to reduce the need for capital, allowing the organization… Show more In this position, I established strategies to manage financial resources. This involved determining accountabilities, enforcing organizational policies and procedures, carefully monitoring costs and expenses, and managing company finances and accounts for a $200Million building product cooperative with an 18-state footprint. I restructured bank debt and renegotiated relationships to secure a $10Million line of credit, investing profits to reduce the need for capital, allowing the organization to reduce reserved credit line to $1Million within 3 years. Designed and implemented a new opportunity revenue stream with invoice processing and rebate distribution that generates an additional $450,000 in annual revenue for the company. Show less In this position, I established strategies to manage financial resources. This involved determining accountabilities, enforcing organizational policies and procedures, carefully monitoring costs and expenses, and managing company finances and accounts for a $200Million building product cooperative with an 18-state footprint. I restructured bank debt and renegotiated relationships to secure a $10Million line of credit, investing profits to reduce the need for capital, allowing the organization… Show more In this position, I established strategies to manage financial resources. This involved determining accountabilities, enforcing organizational policies and procedures, carefully monitoring costs and expenses, and managing company finances and accounts for a $200Million building product cooperative with an 18-state footprint. I restructured bank debt and renegotiated relationships to secure a $10Million line of credit, investing profits to reduce the need for capital, allowing the organization to reduce reserved credit line to $1Million within 3 years. Designed and implemented a new opportunity revenue stream with invoice processing and rebate distribution that generates an additional $450,000 in annual revenue for the company. Show less

VP of Finance

• Jan 2004 - Nov 2007

My time at Beazer allowed me to provide leadership and coordination of financial planning, debt financing, budget management and company accounting for the third-largest new home builder in the Piedmont Triangle, managing over $125Million in annual revenue and developing the policies, practices and benchmarks to ensure accuracy and compliance. I monitored and analyzed operations and sales, comparing data to budget allocations and preparing financial outlooks and financial forecasts. My success… Show more My time at Beazer allowed me to provide leadership and coordination of financial planning, debt financing, budget management and company accounting for the third-largest new home builder in the Piedmont Triangle, managing over $125Million in annual revenue and developing the policies, practices and benchmarks to ensure accuracy and compliance. I monitored and analyzed operations and sales, comparing data to budget allocations and preparing financial outlooks and financial forecasts. My success was highlighted when I was recognized by executive staff with the Manager of the Year Award in 2005. I successfully collaborated with the Division President, purchasing and construction to reduce variance spending by more than 6% and approve land deals with estimated growths of more than 400 units annually. I was tasked with the development of aggressive budgets to create consistent growth in sales and revenue, leading to top organizational rankings for controlling variances and building costs. Under my leadership, we achieved a 300% year-over-year profit increase between Q12004 and Q12005. I enforced adherence to SOX controls that resulted in division being labeled “most improved” after financial and operational audits. My teams increased new home deliveries by 430 units in 3 years to capture the highest amount of rebates on model homes while building the smallest models in the nation. Show less My time at Beazer allowed me to provide leadership and coordination of financial planning, debt financing, budget management and company accounting for the third-largest new home builder in the Piedmont Triangle, managing over $125Million in annual revenue and developing the policies, practices and benchmarks to ensure accuracy and compliance. I monitored and analyzed operations and sales, comparing data to budget allocations and preparing financial outlooks and financial forecasts. My success… Show more My time at Beazer allowed me to provide leadership and coordination of financial planning, debt financing, budget management and company accounting for the third-largest new home builder in the Piedmont Triangle, managing over $125Million in annual revenue and developing the policies, practices and benchmarks to ensure accuracy and compliance. I monitored and analyzed operations and sales, comparing data to budget allocations and preparing financial outlooks and financial forecasts. My success was highlighted when I was recognized by executive staff with the Manager of the Year Award in 2005. I successfully collaborated with the Division President, purchasing and construction to reduce variance spending by more than 6% and approve land deals with estimated growths of more than 400 units annually. I was tasked with the development of aggressive budgets to create consistent growth in sales and revenue, leading to top organizational rankings for controlling variances and building costs. Under my leadership, we achieved a 300% year-over-year profit increase between Q12004 and Q12005. I enforced adherence to SOX controls that resulted in division being labeled “most improved” after financial and operational audits. My teams increased new home deliveries by 430 units in 3 years to capture the highest amount of rebates on model homes while building the smallest models in the nation. Show less

Division Controller

• Jul 2000 - Jan 2004

As the Controller, I performed range of financial and accounting activities, guiding decision-making and enforcing company policies to protect assets and develop short- and long-term goals and projections for the second-largest residential home builder in North Carolina. I reconciled budgets, conducted audits and compiled financial data to create accurate reporting that supported senior management in the building and selling of over 500 home units with an excess of $118Million in annual… Show more As the Controller, I performed range of financial and accounting activities, guiding decision-making and enforcing company policies to protect assets and develop short- and long-term goals and projections for the second-largest residential home builder in North Carolina. I reconciled budgets, conducted audits and compiled financial data to create accurate reporting that supported senior management in the building and selling of over 500 home units with an excess of $118Million in annual revenue. Chosen for my skills and knowledge, I was selected to manage a joint venture with Lennar Homes that delivered 75 ready home units and secured $13Million in revenue. I was also selected as the Merger Team Lead for Raleigh’s Fortis and Westminster Homes division, responsible for acquiring and designing a new centralized office location, integrating accounting and financial data, and combining staff to create one team dedicated to achieving common goals. A major change I initiated with Purchasing was to move from invoices to orders that included pre-measured site conditions for each lot that saved us 1.3% in construction variances. Show less As the Controller, I performed range of financial and accounting activities, guiding decision-making and enforcing company policies to protect assets and develop short- and long-term goals and projections for the second-largest residential home builder in North Carolina. I reconciled budgets, conducted audits and compiled financial data to create accurate reporting that supported senior management in the building and selling of over 500 home units with an excess of $118Million in annual… Show more As the Controller, I performed range of financial and accounting activities, guiding decision-making and enforcing company policies to protect assets and develop short- and long-term goals and projections for the second-largest residential home builder in North Carolina. I reconciled budgets, conducted audits and compiled financial data to create accurate reporting that supported senior management in the building and selling of over 500 home units with an excess of $118Million in annual revenue. Chosen for my skills and knowledge, I was selected to manage a joint venture with Lennar Homes that delivered 75 ready home units and secured $13Million in revenue. I was also selected as the Merger Team Lead for Raleigh’s Fortis and Westminster Homes division, responsible for acquiring and designing a new centralized office location, integrating accounting and financial data, and combining staff to create one team dedicated to achieving common goals. A major change I initiated with Purchasing was to move from invoices to orders that included pre-measured site conditions for each lot that saved us 1.3% in construction variances. Show less

Controller

• Aug 1995 - Jul 2000

Served as Controller for concrete construction and restoration company. Specialized in projects ranging from tilt-wall construction to restoration projects ranging from aquariums to football stadiums. Managed all aspect of business growth from accounting and payroll, to project billing and risk assessment. During our busiest years we had over 85 employees working on 10 proects in three states. Served as Controller for concrete construction and restoration company. Specialized in projects ranging from tilt-wall construction to restoration projects ranging from aquariums to football stadiums. Managed all aspect of business growth from accounting and payroll, to project billing and risk assessment. During our busiest years we had over 85 employees working on 10 proects in three states.

Senior Staff Accountant

• Jan 1994 - Nov 1995

Served as Staff Accountant for full service CPA firm specializing in Small business management. Work included compilations through audits and corporate and personal tax work and planning. Served as Construction Industry specialist before accepting a job with a client in the Construction Industry. Served as Staff Accountant for full service CPA firm specializing in Small business management. Work included compilations through audits and corporate and personal tax work and planning. Served as Construction Industry specialist before accepting a job with a client in the Construction Industry.