Experience

Prairie Field Services

• United States
• Oil and Gas
• 1 - 100 Employee

• Chief Financial Officer

  • Oct 2019 - Present



Regis Corporation

• United States
• Consumer Services
• 700 & Above Employee

• Vice President of Financial Planning Analysis | Strategic Planning, Leadership, Resource Allocations

  • Sep 2013 - Oct 2018

  Worked directly with Chief Financial Officer to provide analytic support, including creation of the 5-year strategic plan, in facilitating a business turnaround. Directed operational, corporate, and franchise finance functions, including budgeting, forecasting, performance analysis, ad hoc analysis, long-range strategic planning, treasury, and asset protection. DROVE CAPITAL DEPLOYMENT IN SUPPORT OF LONG TERM STRATEGY • Oversaw more than $200M in share repurchases as part of capital deployment strategy. • Generated new enterprise valuation models that facilitated salon sales to franchisees. • Achieved $20M in annual capital spend savings by improving analytic rigor before approving projects. IMPROVED OPERATIONAL PERFORMANCE THROUGH DATA AND ANALYTICS • Improved profits by optimizing salon labor through improved scheduling. • Improved profits through annual G&A savings by identifying areas for expense reductions. • Increased efficiency by automating reporting and eliminating several FTE days/month of manual work. • Reduced losses by carrying out analytics to identify areas of potential theft or fraud. • Enhanced decision-making capabilities by creating an analytic process to split revenue into KPIs and better identify key business drivers. LED TEAM, CREATED VISION AND IMPROVED PROCESSES TO IMPROVE EFFICIENCY • Developed vision for the corporate FP&A function and introduced a business partnering model. • Improved visibility to dollars spent by building capital budgeting, allocation, and reporting processes. • Increased productivity by leading multiple trainings on business acumen. • Streamlined workflow by automating P&L report creation process for all departments.



Best Buy

• Retail
• 700 & Above Employee

• Group CFO

  • Dec 2007 - Aug 2013

  Chief Financial Officer (“CFO”) of Best Buy For Business, Best Buy Services, and Best Buy Mobile business units. Carried out strategic planning, M&A valuation, financial due diligence, financial reporting, forecasting, budget preparation, modeling, statistical analysis, capital requests, and variance analysis. Promoted through increasingly responsible BU CFO-level finance operations management roles for the $40B Fortune 100 company. DROVE CAPITAL DEPLOYMENT IN SUPPORT OF LONG TERM STRATEGY • Led M&A valuation and financial due diligence activities for the BBFB and Services groups which led to the acquisitions of Partsearch, Andrews Electronics, mindSHIFT and White Glove.• Grew repair profits, and reduced repair times, by instituting a program to harvest viable parts from products before disposal. This also contributed to Best Buy’s sustainability efforts.IMPROVED OPERATIONAL PERFORMANCE THROUGH DATA AND ANALYTICS• Saved $20M in profit and $400M in sales by restructuring sales strategies and eliminating $18M in expenses as CFO of Best Buy For Business business unit.• Saved millions per year by identifying pricing discrepancies between service plan contracts.• Increased performance by creating an analytic platform to collect several million dollars in reimbursements from manufacturers for faulty product.• Implemented marginal costing philosophy for Geek Squad agents which provided better clarity to true costs, improved inter-company relationships, and allowed new offerings to be developed.RECOGNIZED AND AWARDED FOR INNOVATION, LEADERSHIP, AND COMMUNITY SERVICE • Earned the Chairman’s Innovation Award for eliminating gaps in the repair business supply chain.• Chaired the Talent Review Committee and standardized job descriptions and classifications.• Led two different Women’s Leadership Forum (“WOLF”) packs and won national giveback award for support of a woman’s shelter.

• Finance Director, Decision Support, Finance Manager, Business Development

  • Oct 2001 - Dec 2007

  Partnered with senior leaders to provide financial support for their business units. Established reporting and performance management rhythms and scorecard packages which improved accuracy and alignment of financial and operational metrics. Ensured forecasts, annual budgets and annual capital plans were submitted timely and accurately for the $40B Fortune 100 company. IMPROVED OPERATIONAL PERFORMANCE THROUGH DATA AND ANALYTICS• Successfully developed a reporting process that provided each store, district, and territory with P&Ls that improved alignment on performance between Corporate and the Field.• Designed methodology to evaluate the merits, and required returns, for Best Buy’s Business Development “R&D” projects.• Improved efficiency by creating and implementing new financial reports to meet rapid growth needs.• Analyzed KPI variances, including traffic, close rates, tickets, attach rates, and labor utilization, then partnered with business owners to develop improvement strategies.RECOGNIZED AND AWARDED FOR LEADERSHIP AND CUSTOMER CENTRICITY • Recipient of Finance’s Shadow of the Leader award. Award is given to the leader who is able to Inspire Vision, Build Talent, Drive for Results and who Lives the Enterprise Values.• Recipient of Finance’s Finance Team of the Year in recognition of the work done in supporting Best Buy’s Customer Centricity initiative.• Selected as first Territory Finance Director for the Company’s Atlantic Coast markets to teach business and financial acumen to field leaders.• Selected by BBY’s CFO to support company’s Customer Centricity initiative due to my “unique ability to bring order to a chaotic situation”.



BioScrip, Inc.

• United States
• Hospitals and Health Care
• 700 & Above Employee

• Director, Mergers Acquisitions & Investor Relations | Medical Devices, Specialty Pharmacy

  • Mar 1997 - Oct 2001

  Chronimed, Inc., which became BioScrip, Inc. in 2005, is a disease-focused, drug distribution company that serves the prescription drug needs of people with chronic health conditions. The Company distributes pharmaceuticals and provides specialized patient management services, through its nationwide retail pharmacy chain and mail order pharmacies, for people with long-term chronic conditions such as HIV/AIDS, organ transplant and diseases treated with biotech injectable medications. The Company was also considered a medical device company by the Food & Drug Administration ("FDA") for its production of diabetic test strips. Advanced quickly to a dual role of Director of Mergers and Acquisitions ("M&A") / Investor Relations, effectively acquiring six competitors while reinvigorating the Investor Relations function. Acted as “assistant CFO” by leading and/or supporting all Finance functions (Treasury, Commercial banking relations, Risk management, Budgeting and Operational analysis). DROVE CAPITAL DEPLOYMENT IN SUPPORT OF LONG TERM STRATEGY • Conducted due diligence, and negotiated definitive agreements, on all acquisition candidates. • Recommended go/no go decisions to Board of Directors based on strategic and operational fit, performance, and opportunity. • Prepared SEC related documents to spin-off test strip business unit (unit was ultimately sold). SUPPORTED OPERATIONS TO IMPROVE RESULTS • Responded to FDA warning letter. FDA cleared Chronimed within 4 months. • Coordinated a cross-functional team of clinicians, marketers and information systems personnel to develop industry leading compliance program for transplant recipients. BUILT INVESTOR RELATIONS FUNCTION • Developed Investor Relations program and established new message and image for the Company. • Created excitement within the Investment Community by establishing a series of “road show” presentations and convincing three new sell-side analysts to initiate coverage.



Lakes Entertainment

• United States
• Gambling Facilities and Casinos
• 1 - 100 Employee

• Finance Manager | M&A, Banking, Financial Analysis

  • Jan 1995 - Mar 1997

  Grand Casinos was a $750 million publicly traded NYSE Company that owned or managed eight casinos in four different states; it was voted Fortune magazine’s fastest growing company in America during 1995. The Company restructured in 1999 to create two distinct companies: Lakes Entertainment and Park Place Entertainment. GAINED EXPERIENCE DRIVING LONG TERM STRATEGY THROUGH CAPITAL MARKETS • Developed critical skills in reviewing Commercial Banking and M&A related documents. • Charged with analyzing proposed debt indentures to determine operational and financial constraints on two rounds of bond financing totaling $773 million. • Supported CFO on negotiating terms and covenants with investment bankers. • Analyzed acquisition candidates and made recommendations to senior management. IMPROVED OPERATIONAL PERFORMANCE THROUGH DATA, ANALYTICS AND PROCESS • Assisted the CFO in establishing performance management and budgeting processes. • Established guidelines for marketing program proposals and created return calculations for marketing expenditures. • Monitored debt capacity on an ongoing basis.



Cargill

• United States
• Food and Beverage Manufacturing
• 700 & Above Employee

• International Tax Accountant

  • Jun 1990 - Jan 1995

  Prepared U.S. Tax returns for many of Cargill’s foreign subsidiaries in Canada, Europe, Africa and the Pacific Rim. Developed tax minimization strategy that saved millions of dollars in U.S. taxes. Generated cost savings and improved information accuracy by developing standardized spreadsheets to calculate depreciation and tax liabilities. Specialized in present value related projects like dividend payments and Net Operating Loss utilization. Prepared U.S. Tax returns for many of Cargill’s foreign subsidiaries in Canada, Europe, Africa and the Pacific Rim. Developed tax minimization strategy that saved millions of dollars in U.S. taxes. Generated cost savings and improved information accuracy by developing standardized spreadsheets to calculate depreciation and tax liabilities. Specialized in present value related projects like dividend payments and Net Operating Loss utilization.