Experience

Idaho Pacific Lumber Company
• United States
• Wholesale Building Materials
• 1 - 100 Employee
• Director of Finance

  • Feb 2021 - Present


BMC - Building Materials and Construction Solutions

• United States
• Wholesale Building Materials
• 700 & Above Employee

• Division Finance Director

  • Feb 2019 - Jan 2021

  $800M division with over 4,000 employees—45 business units in three Western states. Responsible for developing and implementing a strategy to maximize shareholder value. Sharpened operational focus on the main drivers to optimize return on controllable assets—EBIT, AR, Inventory. • Drove a 42% improvement in RONWC by highlighting opportunities and working with the market manages to effect the necessary change. • Worked with division, market, and branch management to identify areas for improvement and developed action plans to improve operations. Shut down, sold or consolidated operations that could not be improved to a value-added level.• Ensured compliance of company policy and procedures. Signed off on monthly and quarterly SOX controls.• Managed a team of five Market Business Managers across Western Division to promote optimal market performance, adherence to accounting policy, and SOX compliance.

• Market Business Manager

  • May 2017 - Jan 2019

  All the functions and roles of the Division Finance Director except at a market level (Nor Cal).



Gem State Development, LLC

• Managing Member

  • Oct 2013 - May 2017

  Development company focusing on residential lot development primarily in the treasure valley market. Targeting projects with 20 to 200 lot potential—primarily in-fill locations. Filling the needs of small to medium sized builders as well as multi-unit rental home investors. Development company focusing on residential lot development primarily in the treasure valley market. Targeting projects with 20 to 200 lot potential—primarily in-fill locations. Filling the needs of small to medium sized builders as well as multi-unit rental home investors.



Pinnacle Sports Grill

• United States
• Restaurants

• Owner & General Manager

  • Jan 2010 - Mar 2017

  Turnaround of a failed 240 seat restaurant. Built up to be West Boise/Meridian's premiere sports grill. Sold business March 2017. Turnaround of a failed 240 seat restaurant. Built up to be West Boise/Meridian's premiere sports grill. Sold business March 2017.



RE Capital Group, LLC

• Leasing Non-residential Real Estate

• Principal

  • Nov 2008 - Dec 2009

  Private real estate investment and advisory firm specializing in distressed commercial real estate debt and value add real estate. Private real estate investment and advisory firm specializing in distressed commercial real estate debt and value add real estate.



DDRS

• Real Estate
• 1 - 100 Employee

• VP of Acquisitions

  • May 2004 - Oct 2008

  Responsibilities included staffing, budgeting, policy and procedures, IT systems, trade show representation, business development, presentation to investment committee and investors. • Led a team of real estate professionals to acquire over $1.1 billion (about 110 transactions) of office, medical office, flex, retail, multifamily, and land across the United States • Built a network of several hundred realtors/investors/developers to ensure a steady supply of deals that hit our strike zone • Spearheaded the acquisitions group from its infancy to one of the top five firms in the 1031 TIC industry nation wide • Architected a comprehensive acquisition database that allowed us to proactively track the pipeline and optimize the production of our directors, associates and analysts • Attracted and retained a top flight acquisition team that was able to process hundreds of potential deals per month and hone in on the best opportunities for the company



BMHC

• United Kingdom
• Civic and Social Organizations

• Director of Finance

  • Jul 1997 - Dec 2003

  • Boiled concepts down to a level that each respective stakeholder could understand. RONWC has improved over 28% during my time with the company • Drove growth with several key acquisitions including the deal that introduced BMC West to framing services—this turned out to be hugely accretive to shareholder value • Developed a comprehensive capital expenditure evaluation process to better evaluate potential capital expenditure returns which enabled management to approve projects likely to add shareholder value and to hold managers accountable for their projections • Re-engineered credit management by leading and focusing the company’s credit professionals on optimizing the credit portfolio rather than just minimizing DSO • Successfully changed the focus of all levels of the company from the “metric of the day” to an overall perspective geared to optimizing the return of capital employed at the units