Experience

Pryer Aerospace

• United States
• Aviation and Aerospace Component Manufacturing
• 1 - 100 Employee

• Chief Financial Officer and Equity Partner

  • Dec 2017 - Present

  CFO-Leadership and executive management as a key business partner to the CEO resulting in a quadrupling of sales and improvement in EBITDA tenfold. Executive leader of M&A activity expected to return a mid-teens times cash-on-cash return. Responsibility for and primary liaison with banks, auditors, income tax professionals, private equity and investment bankers, attorneys, and other advisors. Present/past responsibility for all Finance, Accounting, Risk Management, Human Resources… Show more CFO-Leadership and executive management as a key business partner to the CEO resulting in a quadrupling of sales and improvement in EBITDA tenfold. Executive leader of M&A activity expected to return a mid-teens times cash-on-cash return. Responsibility for and primary liaison with banks, auditors, income tax professionals, private equity and investment bankers, attorneys, and other advisors. Present/past responsibility for all Finance, Accounting, Risk Management, Human Resources, Procurement, Warehouse and Logistics and IT operations at this mid-eight figure sales aerospace parts manufacturer. Show less CFO-Leadership and executive management as a key business partner to the CEO resulting in a quadrupling of sales and improvement in EBITDA tenfold. Executive leader of M&A activity expected to return a mid-teens times cash-on-cash return. Responsibility for and primary liaison with banks, auditors, income tax professionals, private equity and investment bankers, attorneys, and other advisors. Present/past responsibility for all Finance, Accounting, Risk Management, Human Resources… Show more CFO-Leadership and executive management as a key business partner to the CEO resulting in a quadrupling of sales and improvement in EBITDA tenfold. Executive leader of M&A activity expected to return a mid-teens times cash-on-cash return. Responsibility for and primary liaison with banks, auditors, income tax professionals, private equity and investment bankers, attorneys, and other advisors. Present/past responsibility for all Finance, Accounting, Risk Management, Human Resources, Procurement, Warehouse and Logistics and IT operations at this mid-eight figure sales aerospace parts manufacturer. Show less



Apex Engineering International, LLC (Aircraft Part Manufacturing)

• Wichita, Kansas Area

• CFO

  • Apr 2008 - Nov 2017

  SVP - Treasurer - HM Dunn AeroSystems and Apex Engineering International merged on January 1, 2014. Executive responsibility for and liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Treasury functions and Financial and Accounting for the Northern Divisions at this $130 million aerospace parts manufacturer. CFO- Apex Engineering International --Leadership and executive management as a key business partner to the CEO resulting in… Show more SVP - Treasurer - HM Dunn AeroSystems and Apex Engineering International merged on January 1, 2014. Executive responsibility for and liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Treasury functions and Financial and Accounting for the Northern Divisions at this $130 million aerospace parts manufacturer. CFO- Apex Engineering International --Leadership and executive management as a key business partner to the CEO resulting in the turnaround of a near bankrupt company to a successful $47 million enterprise value partial sale to a private equity fund and subsequent merger with another portfolio company. Executive responsibility for and primary liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Finance, Accounting, Risk Management, Human Resources, Procurement, Warehouse and Logistics and IT operations at this $30 million aerospace parts manufacturer. Show less SVP - Treasurer - HM Dunn AeroSystems and Apex Engineering International merged on January 1, 2014. Executive responsibility for and liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Treasury functions and Financial and Accounting for the Northern Divisions at this $130 million aerospace parts manufacturer. CFO- Apex Engineering International --Leadership and executive management as a key business partner to the CEO resulting in… Show more SVP - Treasurer - HM Dunn AeroSystems and Apex Engineering International merged on January 1, 2014. Executive responsibility for and liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Treasury functions and Financial and Accounting for the Northern Divisions at this $130 million aerospace parts manufacturer. CFO- Apex Engineering International --Leadership and executive management as a key business partner to the CEO resulting in the turnaround of a near bankrupt company to a successful $47 million enterprise value partial sale to a private equity fund and subsequent merger with another portfolio company. Executive responsibility for and primary liaison with banks, private equity groups, attorneys and other professional advisors. Responsible for all Finance, Accounting, Risk Management, Human Resources, Procurement, Warehouse and Logistics and IT operations at this $30 million aerospace parts manufacturer. Show less



HM Dunn AeroSystems

• Wichita, Kansas Area

• Chief Financial Officer

  • Apr 2008 - Nov 2017



Accenture

• Ireland
• Business Consulting and Services
• 700 & Above Employee

• Senior Vice President

  • 2006 - 2008

  A 180,000 employee, world wide, consulting and outsourcing company. Key member of local Executive Committee responsible for corporate strategy and vision. Executive responsibility for approximately 75 separate client relationships with overall accountability for profitability and service delivery. Successfully negotiated and closed, with other Accenture resources, the Wichita office’s largest contracts. Lead the successful standardization and profitability of largest new… Show more A 180,000 employee, world wide, consulting and outsourcing company. Key member of local Executive Committee responsible for corporate strategy and vision. Executive responsibility for approximately 75 separate client relationships with overall accountability for profitability and service delivery. Successfully negotiated and closed, with other Accenture resources, the Wichita office’s largest contracts. Lead the successful standardization and profitability of largest new clients and related contract documentation. Significantly upgraded talent of the 150 employees in Wichita and 120 in Bangalore, India. Lead implementation of software tool to be used to eliminate about 50 FTEs. Show less A 180,000 employee, world wide, consulting and outsourcing company. Key member of local Executive Committee responsible for corporate strategy and vision. Executive responsibility for approximately 75 separate client relationships with overall accountability for profitability and service delivery. Successfully negotiated and closed, with other Accenture resources, the Wichita office’s largest contracts. Lead the successful standardization and profitability of largest new… Show more A 180,000 employee, world wide, consulting and outsourcing company. Key member of local Executive Committee responsible for corporate strategy and vision. Executive responsibility for approximately 75 separate client relationships with overall accountability for profitability and service delivery. Successfully negotiated and closed, with other Accenture resources, the Wichita office’s largest contracts. Lead the successful standardization and profitability of largest new clients and related contract documentation. Significantly upgraded talent of the 150 employees in Wichita and 120 in Bangalore, India. Lead implementation of software tool to be used to eliminate about 50 FTEs. Show less



Optima Bus

• CFO

  • 2004 - 2006

  Led financial recovery of Optima Bus Corporation from the brink of bankruptcy to selling the company for $33 million (3 times the value of the assets). Key member of Executive Committee responsible for vision creation and implementation. Primary business partner to the CEO. Secretary and Treasurer of the Board of Directors and key financial liaison with major investors and lenders. Increased unsecured credit capacity by more than 150%. Renegotiated lending facilities resulting in $11… Show more Led financial recovery of Optima Bus Corporation from the brink of bankruptcy to selling the company for $33 million (3 times the value of the assets). Key member of Executive Committee responsible for vision creation and implementation. Primary business partner to the CEO. Secretary and Treasurer of the Board of Directors and key financial liaison with major investors and lenders. Increased unsecured credit capacity by more than 150%. Renegotiated lending facilities resulting in $11 million loan facility offer, negotiated 20% reductions in insurance programs premiums, negotiated 35% reduction in performance bond premiums and collateral requirements. Responsible for all finance, accounting, insurance and IT functions. Show less Led financial recovery of Optima Bus Corporation from the brink of bankruptcy to selling the company for $33 million (3 times the value of the assets). Key member of Executive Committee responsible for vision creation and implementation. Primary business partner to the CEO. Secretary and Treasurer of the Board of Directors and key financial liaison with major investors and lenders. Increased unsecured credit capacity by more than 150%. Renegotiated lending facilities resulting in $11… Show more Led financial recovery of Optima Bus Corporation from the brink of bankruptcy to selling the company for $33 million (3 times the value of the assets). Key member of Executive Committee responsible for vision creation and implementation. Primary business partner to the CEO. Secretary and Treasurer of the Board of Directors and key financial liaison with major investors and lenders. Increased unsecured credit capacity by more than 150%. Renegotiated lending facilities resulting in $11 million loan facility offer, negotiated 20% reductions in insurance programs premiums, negotiated 35% reduction in performance bond premiums and collateral requirements. Responsible for all finance, accounting, insurance and IT functions. Show less



Stratitec

• CFO

  • 2002 - 2004

  A multi-million dollar manufacturer of Computers and distributor of Computer peripherals. Responsible for all finance, accounting, warehousing, insurance and human resource functions. Renegotiated lending facility increasing line by 75% and decreasing collateral requirements. Changed corporate structure to a more tax advantaged form saving several hundred thousand dollars. Transitioned 3rd party warehouse function to be handled in-house saving 70% in major product line costs. Changed… Show more A multi-million dollar manufacturer of Computers and distributor of Computer peripherals. Responsible for all finance, accounting, warehousing, insurance and human resource functions. Renegotiated lending facility increasing line by 75% and decreasing collateral requirements. Changed corporate structure to a more tax advantaged form saving several hundred thousand dollars. Transitioned 3rd party warehouse function to be handled in-house saving 70% in major product line costs. Changed corporate hiring practices, reducing cost of selected employees by 25%. Led acquisition of computer cable distributor. Significant interaction and communication with Asian suppliers. Implemented controls that discovered and corrected a $450,000 computer system error. Negotiated shipping contract saving 15% on all UPS shipping costs. Show less A multi-million dollar manufacturer of Computers and distributor of Computer peripherals. Responsible for all finance, accounting, warehousing, insurance and human resource functions. Renegotiated lending facility increasing line by 75% and decreasing collateral requirements. Changed corporate structure to a more tax advantaged form saving several hundred thousand dollars. Transitioned 3rd party warehouse function to be handled in-house saving 70% in major product line costs. Changed… Show more A multi-million dollar manufacturer of Computers and distributor of Computer peripherals. Responsible for all finance, accounting, warehousing, insurance and human resource functions. Renegotiated lending facility increasing line by 75% and decreasing collateral requirements. Changed corporate structure to a more tax advantaged form saving several hundred thousand dollars. Transitioned 3rd party warehouse function to be handled in-house saving 70% in major product line costs. Changed corporate hiring practices, reducing cost of selected employees by 25%. Led acquisition of computer cable distributor. Significant interaction and communication with Asian suppliers. Implemented controls that discovered and corrected a $450,000 computer system error. Negotiated shipping contract saving 15% on all UPS shipping costs. Show less



Koch Industries

• United States
• Oil and Gas
• 700 & Above Employee

• Controller

  • 1996 - 2002

  A $50 billion multi-national, diversified company. Proactively managed a $2.5 billion domestic and international finance and function. Managed short and long term lending and capitalization strategies for multiple subsidiaries. Active leadership of the evaluation and implementation of a Pan-European pooling and netting system. Managed domestic and international banking relationships resulting in annual savings of $200k. Reduced costs by $1 million per year by leading the replacement of a… Show more A $50 billion multi-national, diversified company. Proactively managed a $2.5 billion domestic and international finance and function. Managed short and long term lending and capitalization strategies for multiple subsidiaries. Active leadership of the evaluation and implementation of a Pan-European pooling and netting system. Managed domestic and international banking relationships resulting in annual savings of $200k. Reduced costs by $1 million per year by leading the replacement of a treasury management system. Selected as one of 5 people out of 1,000 accounting professionals to lead the replacement of KII’s core accounting systems ($100 + million project). Created and led a Shared Service Center, staffing it with nearly 100 people while reducing costs by 10%. Identified need for and managed a $75 million capital infusion into a Koch subsidiary. Identified and resolved a $1 million misappropriation of funds by a joint venture partner. Show less A $50 billion multi-national, diversified company. Proactively managed a $2.5 billion domestic and international finance and function. Managed short and long term lending and capitalization strategies for multiple subsidiaries. Active leadership of the evaluation and implementation of a Pan-European pooling and netting system. Managed domestic and international banking relationships resulting in annual savings of $200k. Reduced costs by $1 million per year by leading the replacement of a… Show more A $50 billion multi-national, diversified company. Proactively managed a $2.5 billion domestic and international finance and function. Managed short and long term lending and capitalization strategies for multiple subsidiaries. Active leadership of the evaluation and implementation of a Pan-European pooling and netting system. Managed domestic and international banking relationships resulting in annual savings of $200k. Reduced costs by $1 million per year by leading the replacement of a treasury management system. Selected as one of 5 people out of 1,000 accounting professionals to lead the replacement of KII’s core accounting systems ($100 + million project). Created and led a Shared Service Center, staffing it with nearly 100 people while reducing costs by 10%. Identified need for and managed a $75 million capital infusion into a Koch subsidiary. Identified and resolved a $1 million misappropriation of funds by a joint venture partner. Show less



CoBank

• United States
• Banking
• 700 & Above Employee

• Financial Reporting Manager

  • 1989 - 1996

  Managed a dynamic standard cost, profitability and performance measurement function, resulting in annual cost savings of approximately $500,000 per year. Recipient of a CoBank CEO Recognition Award for excellence. Selected as one of five employees out of 500 to lead a strategic re-engineering project that saved $15 million in annual operating expenses. Actively managed SEC-based regulatory and shareholder reporting and related controller-type functions for multiple entities reducing the… Show more Managed a dynamic standard cost, profitability and performance measurement function, resulting in annual cost savings of approximately $500,000 per year. Recipient of a CoBank CEO Recognition Award for excellence. Selected as one of five employees out of 500 to lead a strategic re-engineering project that saved $15 million in annual operating expenses. Actively managed SEC-based regulatory and shareholder reporting and related controller-type functions for multiple entities reducing the number of staff required by one-half. Active team member for information technology outsourcing project expected to save $7 to $10 million. Managed successful financial reporting of the 11 bank merger, resulting in a savings of approximately $150,000. Managed the GAAP and regulatory accounting functions with no material violations in seven years. Show less Managed a dynamic standard cost, profitability and performance measurement function, resulting in annual cost savings of approximately $500,000 per year. Recipient of a CoBank CEO Recognition Award for excellence. Selected as one of five employees out of 500 to lead a strategic re-engineering project that saved $15 million in annual operating expenses. Actively managed SEC-based regulatory and shareholder reporting and related controller-type functions for multiple entities reducing the… Show more Managed a dynamic standard cost, profitability and performance measurement function, resulting in annual cost savings of approximately $500,000 per year. Recipient of a CoBank CEO Recognition Award for excellence. Selected as one of five employees out of 500 to lead a strategic re-engineering project that saved $15 million in annual operating expenses. Actively managed SEC-based regulatory and shareholder reporting and related controller-type functions for multiple entities reducing the number of staff required by one-half. Active team member for information technology outsourcing project expected to save $7 to $10 million. Managed successful financial reporting of the 11 bank merger, resulting in a savings of approximately $150,000. Managed the GAAP and regulatory accounting functions with no material violations in seven years. Show less



PwC

• Professional Services
• 700 & Above Employee

• Senior Auditor

  • 1987 - 1989



Grant Thornton LLP (US)

• United States
• Accounting
• 700 & Above Employee

• Senior Auditor

  • 1982 - 1987