CFO

• 2022 - Present

Principal

• 2019 - 2022

As the #1 CFO services provider in the Midwest, FocusCFO has emerged as the clear market leader in providing world class CFO support to 500+ SMEs in the Midwest, specifically targeting companies in the $2 to $20 million revenue segment. FocusCFO empowers business owners with sound financial management, forward thinking insights and tools, and proactive financial strategies so businesses and organizations can improve internal cash flow, reduce business risk and increase the value and efficiency of their business or organization. Companies that benefit the most from working with FocusCFO: - Currently generate $1M to $20M a year in revenue, although some are larger or smaller - Are ready to maximize cash flow and profitability - Need better insights to where they are making money and where they are not - Have internal accounting support and an outside CPA providing accounting and tax expertise - Want an objective affordable enterprise experienced expert to help make it happen Show less

Chief Financial Officer

• 2016 - 2019

MY SCOPE: As CFO of MT Business Technologies, I oversee the company's financial environment, including projected results, monthly GAAP close procedures, client billings, and contract administration. I support sales with their RFP process and aid HR with payroll, benefits administration, and tax filings. In addition, I manage a team of 18 employees. ▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣ SNAPSHOT ACHIEVEMENTS: Facilitated liquidation event achieving payout of 8 times EBITDA ✹Reduced department FTE's by 27% ✹Negotiated 50% increase in line of credit with financial institution ✹Ensured timely and accurate billing for 10,000 monthly customers. ▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣ ☑ Led major liquidation 5 months after joining. Achieved 8 times EBITDA payoff vs. industry standard of 5. Managed due diligence and contract disclosure process. Executed smoothest acquisition ever of similar size for company. ☑ Negotiated 50% increase in credit line for equipment purchase. Ensured liquidity for period of constrained capital. ☑ Administrated captive insurance program that enabled enhanced risk management in a potential tax efficient vehicle. ☑ Spearheaded integration of Xerox and MT Business Technologies' accounting data structure. Resolved close cycle discrepancies and accounting treatment differences-while short-staffed-in time for new ERP 2018 roll-out. ☑ Consolidated work and gained efficiency via 27% reduction in force. Managed release of 3 underperformers. Show less

Director | Foodservice Finance

• 2011 - 2016

MY SCOPE:As Director of Foodservice Finance, I managed the financial side of M&A target company research. I ensured outside trade deal spend was within guidelines and prevented misstatements to business unit financials. I also tracked marketing budgets for new products and innovations. In addition, I supervised a team of 5 employees.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Led $400M financial integration of Sara Lee Foodservice Beverage acquisition into existing business unit systems, processes, and staffing ✹Oversaw financial controls of $600M annual sales business unit ✹Identified $15M in synergies ✹Reduced department FTEs by 28%▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣☑ Identified over $15M in synergies to achieve targeted economic returns associated with Sara Lee acquisition. Led cross-functional teams to achieve supply chain and sales/marketing headcount reductions.☑ Highlighted need for new trade-spend system due to issues with Sara Lee integration. Vetted new providers. Managed on-time and on-budget integration. Provided visibility and control for trade spends > $100M.☑ Conducted financial analysis for 2 potential M&A deals. Terminated negotiations due to final projections and high costs. Ensured all acquisitions consistent with Smucker's brand. ☑ Negotiated new contract with contract manufacturer who threatened to cut off production. Protected supply chain while providing 3-year exit strategy to find new options and agreements. Show less

Director | Supply Chain Finance

• 2007 - 2011

MY SCOPE: As Director of Supply Chain Finance, I oversaw the accounting controls, policies, and procedures for 21 manufacturing facilities, 6 distribution centers, and over 50 contract manufacturers equaling a cost of goods sold of approximately $3B. In addition, I supervised a team of 19 employees.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Led accounting efforts for Folgers integration of 3 manufacturing facilities, representing over $1.5B in annual sales, earning prestigious Founders Award ✹Automated the management of commodity swings that reached over $100M ✹Orchestrated a $1M insurance settlement for loss of property and inventory in distribution center hit by a tornado. This was the first ever major property claim submitted by J.M. Smucker.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣☑ Led supply chain finance side of Folgers integration. Traveled to sites to assess, plan, and train affected staff. Managed transition of P&G's shared service center staff in Costa Rica. Resulted in seamless transition and zero adjustments. ☑ Spearheaded monthly Controller Council to share best practices amongst offsite staff. Created forum for issues and opportunity for staff to feel connected to the organization and their mission. ☑ Implemented business intelligence system to provide timely and accurate commodity impacts and projections. ☑ Centralized hedging and derivative finance team. Partnered with outside council to ensure compliance. Created and implemented Hedging and Derivative 101 class for Board of Directors. Show less

Manager | Financial Planning & Analysis

• 2005 - 2007

MY SCOPE:As Manager of Financial Planning & Analysis for J.M. Smucker, I led the annual budget planning process, summarized and provided data to executives highlighting the latest financial outlook, and worked with cross-functional teams to determine the impact of commodity costs, transportation, and manufacturing. I was also responsible for managing a team of 3 employees.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Managed entire corporate process ($2.5B in net sales) and over 200 budget stakeholders throughout North America ✹Streamlined corporate overhead allocation process by 50%.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣☑ Presented company reforecast data to executive level management for decision making purposes. ☑ Automated the corporate overhead allocation process by 50% by converting the manual Excel process into an on-line system. ☑ Improved commodity outlook projections by coordinating with Purchasing to provide accurate representation of impacts on cost of goods sold. Created consistent messaging between management, purchasing, finance, and the planning department. Show less

Plant Controller | Crisco

• 2003 - 2005

MY SCOPE: As Plant Controller at Crisco, I oversaw the month-end close process for the plant facility consisting of 150 employees, $150M annual budget, and $200M of annual inventory. I was also responsible for supervising a team of 4 employees.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Implemented a vendor inspection process saving over $10K ✹Led the implementation of a tolling agreement that increased plant profitability by over $1M annually ✹Reduced department FTE's by 24%, increasing customer response times related to cost accounting and production variance requests.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣☑ Crafted a tolling agreement allowing the plant to process another company's raw materials. Worked with auditors to ensure segregation and tracking and to meet audit and SOX standards. Increased plant profitability and lowered costs by $1M.☑ Designed new overhead allocation process enabling allocation of overhead costs to each line of business, resulting in accurate costing. Recognized as best-in-class and adopted by all Smucker facilities. ☑ Oversaw financial processes (payroll, fixed assets, cost accounting, accounts payable, inventory/variance reporting).☑ Implemented and led weekly versus monthly plant variance meetings to capitalize on lessons learned on the shop floor. Show less

Plant Controller | Fruit Processing

• 2001 - 2003

MY SCOPE: As Plant Controller for Fruit Processing, I oversaw the month-end close process for 2 fruit processing facilities that provided over $100M annually in inventory. I was also responsible for managing a team of 5 employees.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Recouped $100K for company due to incorrect payments to growers ✹Reduced staffing levels by 20% by right-sizing department ✹Minimized cost increases requested by workforce and Teamsters through union negotiations.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣☑ Reduced staffing by 20% by reorganizing responsibilities and through attrition. Improved customer service.☑ Resolved prior overpayment issues resulting in recoveries of over $100K.☑ Led major software upgrade of a critical commodity procurement system. Completed on-time, on-budget and without downtime or issues. Recognized as company expert on commodity procurement software by sister plants. ☑ Reinstituted crop close reporting to provide historical accounting for the actual cost of crops produced. Show less

Financial Analyst | Corporate

• 1999 - 2001

MY SCOPE: As a Corporate Financial Analyst, I assisted with the divisional accounting responsibilities, including pricing requests, trade funds tracking, and financial reporting. I also co-managed the inventory month-end close process.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣SNAPSHOT ACHIEVEMENTS: Oversaw the entire accounting system and control environment for the new catalog and web sales venture.▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣

Staff Accountant

• 1996 - 1999

MY SCOPE: As a Staff Accountant at Plante & Moran, I prepared tax returns for individuals, corporations, estates and partnership clients. In addition, I audited companies and prepared financial statements for the 12th largest CPA firm in the nation at the time. In addition, I managed a team of 2 employees. ▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣ SNAPSHOT ACHIEVEMENTS: Co-implemented a Microsoft software package that automated the creation of client financial statements ✹Single-handedly closed books for client for 2 months based on medical emergency of current controller. ▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣▣ Show less