Experience

Bassett Creek Services

• United States
• Venture Capital and Private Equity Principals
• 1 - 100 Employee

• Chief Financial Officer (CFO)

  • 2020 - 2022

  Greater Chicago Area Private equity-backed national restoration and renovation company with five operating companies, providing comprehensive services, from disaster response to complex renovation projects. Supported the CEO and operating company leadership in developing and implementing strategic vision and assisting in driving growth and business performance to achieve the business’s long-term goals. Teamed with CEO and outside advisors to lead sell-side process for company, culminating in… Show more Private equity-backed national restoration and renovation company with five operating companies, providing comprehensive services, from disaster response to complex renovation projects. Supported the CEO and operating company leadership in developing and implementing strategic vision and assisting in driving growth and business performance to achieve the business’s long-term goals. Teamed with CEO and outside advisors to lead sell-side process for company, culminating in successful sale of the company, closing in June 2022. • Main liaison for investment bank advisory team, assisting with development of CIP and Management Presentation, including ongoing discussions to build their business knowledge and fulfilling pre-bid and post-bid due diligence requests. • Key role in management presentations to 14 potential buyers, including discussing company’s history, strategy, strengths and future operating opportunities. • Responsible for post-presentation due diligence calls with potential buyers. Provided commentary and data to support company’s positions to minimize escrow holdbacks. • Consolidated and integrated key areas for five operating companies, including payroll processing, 401(k) plans, safety manual, business insurance and health insurance. • Led monthly financial performance calls with board and provided financial results and status of key initiatives at quarterly board meetings. • Implemented monthly financial review meetings with operating companies, focused on project revenue and gross margin variances to budget, SG&A variances, customer billing and past due accounts receivable. • Raised visibility of and improved accountability for past due accounts receivable by implementing a biweekly review process with operating companies. • Developed standardized weekly disbursement request process for operating companies, also incorporating estimated receipts. Used in conjunction with weekly and 13-week cash flow forecast models to manage cash. Show less



ConneXion®

• Mexico
• Graphic Design
• 1 - 100 Employee

• Chief Financial Officer (CFO)

  • 2018 - 2020

  Greater Chicago Area Privately held electrical distributor providing a wide array of leading electrical and lighting products, design services, logistics, expert application support and customized, integrated solutions. Implemented data analytics and KPIs along with improved financial analysis and reporting to provide actionable operational information to business leaders of this rapidly growing business. Directed finance, accounting, HR, treasury, legal, risk management and facility… Show more Privately held electrical distributor providing a wide array of leading electrical and lighting products, design services, logistics, expert application support and customized, integrated solutions. Implemented data analytics and KPIs along with improved financial analysis and reporting to provide actionable operational information to business leaders of this rapidly growing business. Directed finance, accounting, HR, treasury, legal, risk management and facility management. • Negotiated and implemented multi-million dollar credit facility and transitioned relationship to new bank. Significantly improved funds availability through revised credit terms. • Successfully applied for PPP Loan, providing critical financing bridge during COVID-19 pandemic. • Revised monthly financial reporting package and implemented a monthly operating review report. • Managed integration of acquisition’s customers and collection of outstanding A/R balances. • Evaluated, selected and implemented sales tax compliance software. • Significantly reduced total accounts receivable balances and reduced past due receivables, utilizing semi-weekly meetings, customer discussions and new processes. • Developed new sales compensation structure and commission plan. • Developed detailed cash flow forecasting model – daily, weekly and 26-week forecasts. • Negotiated facility lease termination. • Implemented use of behavioral and cognitive assessments in the company’s hiring process. Show less



Dryden Business Advisory - Interim CFO/COO Services

• United States
• Business Consulting and Services

• President and Founder

  • 2018 - 2018

  Greater Chicago Area Business advisory practice providing interim, part-time and project-based CFO/COO services for clients with immediate and complex needs requiring senior experience and leadership. Consulting practice focused on addressing client challenges and opportunities and assistance in implementing solutions for driving change to grow revenue and improve operational efficiency. Engagements are accomplished by leveraging extensive experience in strategic, analytical and operational leadership.



BAI

• United States
• Architecture and Planning
• 1 - 100 Employee

• EVP & CFO

  • 2006 - 2017

  Greater Chicago Area A technology and content company providing education, training and comparative analytics to financial institutions. BAI changed strategic direction during this period, transforming from a live education company to a fintech company. Served as a key leader in a series of roles to improve quality and timeliness of financial information; provide operational information to better understand performance; understand and complete integration of 2005 acquisition of Software as a Service (SaaS)… Show more A technology and content company providing education, training and comparative analytics to financial institutions. BAI changed strategic direction during this period, transforming from a live education company to a fintech company. Served as a key leader in a series of roles to improve quality and timeliness of financial information; provide operational information to better understand performance; understand and complete integration of 2005 acquisition of Software as a Service (SaaS) business; and develop and implement processes and controls. Responsible for finance, accounting, treasury, legal, risk management, and strategy. Work with CEO to envision, develop, and execute major strategic and operational initiatives. • Financial and strategic leadership during transformation from a live education to fintech company. • Framed overall company strategy for board meetings - refocusing board on BAI's positioning as a fintech company. • Led initiative reducing company's cost structure during industry downturn of 2008-2010 to maintain profitability. Leveraged revenue growth from 2011-2013 through expense control to drive 100% profit increase. • Championed a comprehensive business process study of analytics business. • Initiated a vision for reexamining remaining live events business. • Oversight of major capital investment in software and content. • Developed KPIs that support company's operational performance and strategic direction. • Developed and implemented key new processes and controls, including contract pricing approval, contract review and approval, contract user overage billing and sales compensation. • Renegotiated bank covenants and interest rate swap agreement, improving financial flexibility and reducing interest expense. • Implemented line of credit to manage seasonal cash flow needs. • Managed leasing and construction of over 30,000 square feet of office space, completed on schedule and budget.

• Interim Chief Information Officer

  • Feb 2015 - Oct 2015

  Greater Chicago Area Led 16-person department, stabilizing and rebuilding team to address BAI's strategic IT initiatives. These results allowed the incoming CIO to immediately focus on key initiatives and ongoing business support. • Completed custom CRM implementation, revising development approach to deliver project ahead of schedule and under budget. • Revised organization structure to add new positions in business intelligence, business analysis, project management and quality assurance.

• General Manager - Learning & Development

  • 2011 - 2014

  Greater Chicago Area Successfully restructured BAI's largest business, a SaaS provider of compliance training solutions to 1,500 financial institutions. Business supported by 39-person team. • Restructured sales team, separating new and renewal sales, driving 63% increase in new sales in first year and an additional 34% in second year. Customer retention rates improved 12 percentage points over three-year period. • Reversed four-year revenue decline, with 17% total revenue growth over three… Show more Successfully restructured BAI's largest business, a SaaS provider of compliance training solutions to 1,500 financial institutions. Business supported by 39-person team. • Restructured sales team, separating new and renewal sales, driving 63% increase in new sales in first year and an additional 34% in second year. Customer retention rates improved 12 percentage points over three-year period. • Reversed four-year revenue decline, with 17% total revenue growth over three years. • Implemented new content and product strategy, driving new product development and increased frequency of content refreshes. • Initiated strategic project to review and replace business’s core software, learning management system (LMS). • Developed initial concept for incorporating analytics into LMS and product offerings. Show less



Compass Environmental

• Australia
• Environmental Services
• 1 - 100 Employee

• Chief Financial Officer (CFO)

  • 2005 - 2006

  Greater Chicago Area Directed finance and accounting for entrepreneur founded, private equity-backed environmental remediation construction firm. • Revamped monthly closing process to improve timeliness and accuracy of financial statements. • Developed daily cash flow model to manage inflows and outflows for financially challenged organization.



The Millard Group, Inc.

• United States
• Facilities Services
• 1 - 100 Employee

• Chief Financial Officer (CFO)

  • 2001 - 2005

  Greater Chicago Area Privately held, third generation building services firm that grew revenue 54% while employee headcount increased from 2,800 to 4,200. Operated in over 20 states with multiple legal entities. Responsible for finance, accounting, payroll, purchasing, IT, fleet, risk management, facility management, and banking functions for department that grew from 13 to 20 employees. Needed to balance tactical and strategic projects to ensure both types were completed. Processes and controls needed to… Show more Privately held, third generation building services firm that grew revenue 54% while employee headcount increased from 2,800 to 4,200. Operated in over 20 states with multiple legal entities. Responsible for finance, accounting, payroll, purchasing, IT, fleet, risk management, facility management, and banking functions for department that grew from 13 to 20 employees. Needed to balance tactical and strategic projects to ensure both types were completed. Processes and controls needed to be upgraded for this growing organization. Addressed management, operational and strategic challenges due to rapid growth resulting from major acquisition and organic growth. • Led due diligence and integration during 25-day period for acquisition that increased annual revenue by 30% and added 1,000 employees. Negotiated sales price adjustment reducing purchase price 25%. • Instituted detailed key driver-based annual planning process, improving business accountability for financial results. • Leveraged SG&A costs and reduced selected expenses, resulting in an 80% increase in EBITDA. • Reorganized and expanded department staff, streamlined responsibilities and implemented new control processes, improving the timeliness, quality and accuracy of financial results. • Reduced 60+ days accounts receivable by 80%, from 15% to 4% of total receivables. • Implemented automated financial reporting software for six legal entities, cutting time to produce consolidated monthly reporting package by 75%. • Assumed responsibility for 401(k) plan administration. • Directed strategic evaluation of telecommunication vendors, resulting in 30% cost reduction. • Negotiated health and other insurance renewals, credit facility renewal and strategic sourcing agreements. Show less



SEARS TERMITE & PEST CONTROL, INC.

• United States

• VP Finance & CFO

  • 1998 - 2001

  Orlando, Florida Area Consumer services business that operated 100 offices in the southeastern United States. Promoted to the lead finance role following acquisition integration. Directed planning and analysis, forecasting, reporting, payroll, purchasing, real estate, and business development functions for 24-person department. Continued post-acquisition integration with Sears, including development of a more sophisticated planning and forecasting model. Addressed profitability issues due to declining… Show more Consumer services business that operated 100 offices in the southeastern United States. Promoted to the lead finance role following acquisition integration. Directed planning and analysis, forecasting, reporting, payroll, purchasing, real estate, and business development functions for 24-person department. Continued post-acquisition integration with Sears, including development of a more sophisticated planning and forecasting model. Addressed profitability issues due to declining revenue, increased chemical costs and accelerating termite damages. • Participated in reorganization of field operations structure, resulting in multi-million dollar payroll savings and greater customer focus. • Spearheaded negotiation and implementation of third party credit arrangement, increasing customer credit options, boosting credit approval rate by ten percentage points and increasing annual revenue. • Chaired project team that revamped revenue transaction paperwork process, reducing error rate from 30% to under 5% and value of unresolved transactions by 70%. • Negotiated and managed acquisition of pest control company. • Led initiative to reduce G&A expenses by 10% in both 1999 and 2000. • Developed key driver-based planning and forecasting models, and monthly operating review. • Redesigned monthly closing process, reducing time to close by 50%. Show less



Sears, Roebuck and Co.

• United States
• Retail

• Manager Business Development and Integration

  • 1998 - 1998

  Greater Chicago Area Supported President, Home Improvement Services and Sears Termite & Pest Control management to facilitate communication and implementation of post-acquisition strategic vision, and served as liaison between corporate and business departments on integration issues.



Sears

• United States
• Retail
• 700 & Above Employee

• Business Analyst

  • 1994 - 1997

  Greater Chicago Area Manager Business Analysis – Home Services (1996-1997) Managed financial functions for $1 billion Home Improvement Services business, including financial analysis, planning and periodic reporting to Sears Executive Committee. Coordinated financial aspects of business development activities, including acquisitions and joint ventures. • Performed financial analysis of the aftermarket maintenance agreement business, resulting in elimination of unprofitable customer acquisition… Show more Manager Business Analysis – Home Services (1996-1997) Managed financial functions for $1 billion Home Improvement Services business, including financial analysis, planning and periodic reporting to Sears Executive Committee. Coordinated financial aspects of business development activities, including acquisitions and joint ventures. • Performed financial analysis of the aftermarket maintenance agreement business, resulting in elimination of unprofitable customer acquisition channels with a multi-million dollar first year cost reduction and a substantial profit improvement within three years. Manager Business Analysis – Credit (1994-1995) Developed financial analysis to support strategic business initiatives and determine impact to credit income of recurring projects for $3.6 billion Sears Card business. Utilized customer segmentation data to develop credit income allocation methodology for various retail product lines. Show less