Chief Financial Officer

• Aug 2023 - Present

Voices Together empowers individuals to find their voice and create their own path in life through specialized music therapy. Voices Together empowers individuals to find their voice and create their own path in life through specialized music therapy.

Board Treasurer

• Nov 2018 - Aug 2023

Chief Financial Officer

• Mar 2015 - Aug 2023

 Collaborates with CEO and C-Suite to ensure East Coast remains the premier Migrant and Seasonal Head Start program  Leads a Finance Department of 15 for a 10 State, 49 Campus, $80M Head Start program.  Partnered with legal to resolve large financial issue at start of employment.  Implementing Oracle NetSuite ERP.  Partnered with AICPA-CIMA to pilot Apprenticeship Program for Finance Staff.  Secured $1M Line of Credit.  Implemented Campus Operations meeting to review… Show more  Collaborates with CEO and C-Suite to ensure East Coast remains the premier Migrant and Seasonal Head Start program  Leads a Finance Department of 15 for a 10 State, 49 Campus, $80M Head Start program.  Partnered with legal to resolve large financial issue at start of employment.  Implementing Oracle NetSuite ERP.  Partnered with AICPA-CIMA to pilot Apprenticeship Program for Finance Staff.  Secured $1M Line of Credit.  Implemented Campus Operations meeting to review all campus metrics, provide a voice for Campus Directors, and develop synergies between campuses.  Oversees Accounting, Payroll, Budget, Procurement and Delegate Finance.  Provides monthly financial reporting, grant financial reporting and Board financial reporting.  Responsible for Financial Compliance with Uniform Guidance and Fiscal annual self-assessment.  Develops annual grant budgets for submission with grant applications.  Facilitates Annual Audit including Single Audit.  Finance liaison to Board Finance Committee and Policy Council Finance Committee. Show less  Collaborates with CEO and C-Suite to ensure East Coast remains the premier Migrant and Seasonal Head Start program  Leads a Finance Department of 15 for a 10 State, 49 Campus, $80M Head Start program.  Partnered with legal to resolve large financial issue at start of employment.  Implementing Oracle NetSuite ERP.  Partnered with AICPA-CIMA to pilot Apprenticeship Program for Finance Staff.  Secured $1M Line of Credit.  Implemented Campus Operations meeting to review… Show more  Collaborates with CEO and C-Suite to ensure East Coast remains the premier Migrant and Seasonal Head Start program  Leads a Finance Department of 15 for a 10 State, 49 Campus, $80M Head Start program.  Partnered with legal to resolve large financial issue at start of employment.  Implementing Oracle NetSuite ERP.  Partnered with AICPA-CIMA to pilot Apprenticeship Program for Finance Staff.  Secured $1M Line of Credit.  Implemented Campus Operations meeting to review all campus metrics, provide a voice for Campus Directors, and develop synergies between campuses.  Oversees Accounting, Payroll, Budget, Procurement and Delegate Finance.  Provides monthly financial reporting, grant financial reporting and Board financial reporting.  Responsible for Financial Compliance with Uniform Guidance and Fiscal annual self-assessment.  Develops annual grant budgets for submission with grant applications.  Facilitates Annual Audit including Single Audit.  Finance liaison to Board Finance Committee and Policy Council Finance Committee. Show less

Chief Operating Officer

• Nov 2009 - Mar 2015

 Works directly with CEO to determine the financial direction of a 4 State, 12 Health Center Planned Parenthood Affiliate.  Implemented dashboard reports to track performance of organization and departmental metrics.  Promoted from Chief Financial Officer to Chief Operating Officer.  Led team that implemented NextGen EPM within budget and timeline goals. Executive Sponsor of the EMR project which will cost $1MM and went live at five sites.  Negotiated third party insurance… Show more  Works directly with CEO to determine the financial direction of a 4 State, 12 Health Center Planned Parenthood Affiliate.  Implemented dashboard reports to track performance of organization and departmental metrics.  Promoted from Chief Financial Officer to Chief Operating Officer.  Led team that implemented NextGen EPM within budget and timeline goals. Executive Sponsor of the EMR project which will cost $1MM and went live at five sites.  Negotiated third party insurance contracts by state to obtain favorable rates, which has led to some significant rates increases.  Implemented Pharmacy billing to add a revenue stream by keeping patient pharmacy needs in-house. Reached $100k in revenues in year 3.  Achieved 50% savings on Audit Fees through an RFP process, which also led to a stronger audit process.  Secured a $2M Line of Credit for the organization.  Facilitated a Banking Review process that led to the strengthening of our banking relationship and savings of $25,000 annually.  Centralized purchasing within the organization and saved over $150,000.  Improved Profit & Loss statements through implementation of accruals, rigorous review processes and reformatting the statements in the accounting system.  Led the Accounts Receivable team in the implementation of electronic posting of payments and the collections module which led to a 15% reduction in the 120 aging percentage. Show less  Works directly with CEO to determine the financial direction of a 4 State, 12 Health Center Planned Parenthood Affiliate.  Implemented dashboard reports to track performance of organization and departmental metrics.  Promoted from Chief Financial Officer to Chief Operating Officer.  Led team that implemented NextGen EPM within budget and timeline goals. Executive Sponsor of the EMR project which will cost $1MM and went live at five sites.  Negotiated third party insurance… Show more  Works directly with CEO to determine the financial direction of a 4 State, 12 Health Center Planned Parenthood Affiliate.  Implemented dashboard reports to track performance of organization and departmental metrics.  Promoted from Chief Financial Officer to Chief Operating Officer.  Led team that implemented NextGen EPM within budget and timeline goals. Executive Sponsor of the EMR project which will cost $1MM and went live at five sites.  Negotiated third party insurance contracts by state to obtain favorable rates, which has led to some significant rates increases.  Implemented Pharmacy billing to add a revenue stream by keeping patient pharmacy needs in-house. Reached $100k in revenues in year 3.  Achieved 50% savings on Audit Fees through an RFP process, which also led to a stronger audit process.  Secured a $2M Line of Credit for the organization.  Facilitated a Banking Review process that led to the strengthening of our banking relationship and savings of $25,000 annually.  Centralized purchasing within the organization and saved over $150,000.  Improved Profit & Loss statements through implementation of accruals, rigorous review processes and reformatting the statements in the accounting system.  Led the Accounts Receivable team in the implementation of electronic posting of payments and the collections module which led to a 15% reduction in the 120 aging percentage. Show less

Chief Financial Officer

• Oct 2006 - Oct 2009

 Oversees the financial operations of a top 10, $70M, private five company mental health organization with 1,400 staff across North Carolina. Directed a department of 25 staff.  Collaborates with owners and CEOs on recommendations for operational and financial improvements.  Led finance team in the acceleration of month end close time from 15 to 7 days, through process improvement and technology advances.  Built an accounts receivable team that improved average receivable days by… Show more  Oversees the financial operations of a top 10, $70M, private five company mental health organization with 1,400 staff across North Carolina. Directed a department of 25 staff.  Collaborates with owners and CEOs on recommendations for operational and financial improvements.  Led finance team in the acceleration of month end close time from 15 to 7 days, through process improvement and technology advances.  Built an accounts receivable team that improved average receivable days by 60%.  Led the team that implemented an integrated human resources and payroll system, which saved costs and improved data for management.  Provides and presents financial analysis including key performance metrics to senior management.  Collaborates with client company CEOs to build strong relationship between our companies, which were had previously been combative.  Documented policies and procedures in the accounting department, which helped secure a 3 year accreditation for the organization.  Built department scorecards that were used to measure and improve departmental results. Show less  Oversees the financial operations of a top 10, $70M, private five company mental health organization with 1,400 staff across North Carolina. Directed a department of 25 staff.  Collaborates with owners and CEOs on recommendations for operational and financial improvements.  Led finance team in the acceleration of month end close time from 15 to 7 days, through process improvement and technology advances.  Built an accounts receivable team that improved average receivable days by… Show more  Oversees the financial operations of a top 10, $70M, private five company mental health organization with 1,400 staff across North Carolina. Directed a department of 25 staff.  Collaborates with owners and CEOs on recommendations for operational and financial improvements.  Led finance team in the acceleration of month end close time from 15 to 7 days, through process improvement and technology advances.  Built an accounts receivable team that improved average receivable days by 60%.  Led the team that implemented an integrated human resources and payroll system, which saved costs and improved data for management.  Provides and presents financial analysis including key performance metrics to senior management.  Collaborates with client company CEOs to build strong relationship between our companies, which were had previously been combative.  Documented policies and procedures in the accounting department, which helped secure a 3 year accreditation for the organization.  Built department scorecards that were used to measure and improve departmental results. Show less

Director of Finance

• Jan 2000 - Sep 2006

 Promoted from Manager of Financial Analysis. Oversaw the financial operations for a public $65M North American division of a globally recognized Contract Research Organization (CRO). Directed a department of 16 staff.  Worked with senior management to recommend operational improvements and cost savings measures to improve profitability and through these efforts the division moved from breakeven to a 10% profit margin.  Reduced financial closing cycle from 10 business days to 5… Show more  Promoted from Manager of Financial Analysis. Oversaw the financial operations for a public $65M North American division of a globally recognized Contract Research Organization (CRO). Directed a department of 16 staff.  Worked with senior management to recommend operational improvements and cost savings measures to improve profitability and through these efforts the division moved from breakeven to a 10% profit margin.  Reduced financial closing cycle from 10 business days to 5 business days, which allowed operations to make necessary changes earlier in the following month.  Successfully prepared division for Sarbanes Oxley audit, which we passed with no major findings.  Also, successfully facilitated annual public company audits for our division.  Implemented a fully integrated revenue recognition model that aided with streamlining the close process and helped ensure finance, contract and proposals reconciled the contract figures for each study.  Led finance integration with the PharmaResearch acquisition, Charles River merger and the Kendle merger. Show less  Promoted from Manager of Financial Analysis. Oversaw the financial operations for a public $65M North American division of a globally recognized Contract Research Organization (CRO). Directed a department of 16 staff.  Worked with senior management to recommend operational improvements and cost savings measures to improve profitability and through these efforts the division moved from breakeven to a 10% profit margin.  Reduced financial closing cycle from 10 business days to 5… Show more  Promoted from Manager of Financial Analysis. Oversaw the financial operations for a public $65M North American division of a globally recognized Contract Research Organization (CRO). Directed a department of 16 staff.  Worked with senior management to recommend operational improvements and cost savings measures to improve profitability and through these efforts the division moved from breakeven to a 10% profit margin.  Reduced financial closing cycle from 10 business days to 5 business days, which allowed operations to make necessary changes earlier in the following month.  Successfully prepared division for Sarbanes Oxley audit, which we passed with no major findings.  Also, successfully facilitated annual public company audits for our division.  Implemented a fully integrated revenue recognition model that aided with streamlining the close process and helped ensure finance, contract and proposals reconciled the contract figures for each study.  Led finance integration with the PharmaResearch acquisition, Charles River merger and the Kendle merger. Show less

Manager of Financial Analysis

• Apr 1998 - Jan 2000

 Began overseeing revenue recognition and accounts receivable.  Then was promoted to Director of Finance, where I was responsible for the financial operations for a publicly traded $40M CRO and directed 10 staff.  Participated in the merger with Inveresk and led the finance integration.  Improved the financial projections for the division, which helped provide stable guidance on quarterly earnings for corporate.  When hired charged with catching up past due invoices for which… Show more  Began overseeing revenue recognition and accounts receivable.  Then was promoted to Director of Finance, where I was responsible for the financial operations for a publicly traded $40M CRO and directed 10 staff.  Participated in the merger with Inveresk and led the finance integration.  Improved the financial projections for the division, which helped provide stable guidance on quarterly earnings for corporate.  When hired charged with catching up past due invoices for which was able to collect several hundred thousand dollars, including one account for $300k that was already written off.  Built an accounts receivable team, improved procedures, reconciled unbilled accounts and developed stronger client payment schedules, which led to an improvement of 70% in average receivable days outstanding.  Corporate asked me to visit and review our European division’s revenue recognition, which led to synchronizing methodology and tightening of their accounts receivable practices.  Promoted to Director of Finance with Inveresk Research. Show less  Began overseeing revenue recognition and accounts receivable.  Then was promoted to Director of Finance, where I was responsible for the financial operations for a publicly traded $40M CRO and directed 10 staff.  Participated in the merger with Inveresk and led the finance integration.  Improved the financial projections for the division, which helped provide stable guidance on quarterly earnings for corporate.  When hired charged with catching up past due invoices for which… Show more  Began overseeing revenue recognition and accounts receivable.  Then was promoted to Director of Finance, where I was responsible for the financial operations for a publicly traded $40M CRO and directed 10 staff.  Participated in the merger with Inveresk and led the finance integration.  Improved the financial projections for the division, which helped provide stable guidance on quarterly earnings for corporate.  When hired charged with catching up past due invoices for which was able to collect several hundred thousand dollars, including one account for $300k that was already written off.  Built an accounts receivable team, improved procedures, reconciled unbilled accounts and developed stronger client payment schedules, which led to an improvement of 70% in average receivable days outstanding.  Corporate asked me to visit and review our European division’s revenue recognition, which led to synchronizing methodology and tightening of their accounts receivable practices.  Promoted to Director of Finance with Inveresk Research. Show less

Manager of Financial Analysis

• Jul 1996 - Mar 1998

 Responsible for budgeting and financial analysis for a public $340M HMO.  Prepared key indicator reports and financial narratives for senior management.  Assisted with the integration of CIGNA and Healthsource.  Developed a fully integrated budgeting tool for the division.  Responsible for budgeting and financial analysis for a public $340M HMO.  Prepared key indicator reports and financial narratives for senior management.  Assisted with the integration of CIGNA and Healthsource.  Developed a fully integrated budgeting tool for the division.

Director of Financial Services

• Mar 1989 - May 1996

 Responsible for financial reporting, budgeting and supervision of 11 staff for a $40M non-profit child welfare agency with multiple funding streams and 1,100 staff.  Collaborated with senior management to integrate several new programs, as the organization grew from $20M to $40M in annual revenues.  Promoted from Accounting Supervisor to Director in 1991.  Implemented Oracle financials.  Developed a model to forecast per diem rates to ensure that rates were fully utilized.  Responsible for financial reporting, budgeting and supervision of 11 staff for a $40M non-profit child welfare agency with multiple funding streams and 1,100 staff.  Collaborated with senior management to integrate several new programs, as the organization grew from $20M to $40M in annual revenues.  Promoted from Accounting Supervisor to Director in 1991.  Implemented Oracle financials.  Developed a model to forecast per diem rates to ensure that rates were fully utilized.