Employment

2008 -  Present

Chief Executive Officer promoted from CFO responsible for 80M in annual revenues.

Western Forge is a multi-division manufacturer of hand-tools for Sears, Home Depot, Snap-on, Klein, Kipper and many other hand-tool industrial customers.
Developed and implemented various SOP s to provide consistent work-flow throughout many departments.

Constructed 13 week cash flow which modeled the entire company to establish working capital projections, EBITDA, Borrowing Base Availability and other various critical components necessary drive business needs.
Developed multiple various ad-hoc reports to monitor daily manufacturing production, material cost, cash receipts, inventory levels, WIP, labor cost and critical vendor credit lines while tying out all data to daily system financials.
Eliminated 11 million dollars in OH cost though implementing lean manufacturing, improved processing speeds, acquired low-cost equipment in weak economy to reduce WIP time leading to reduced third-party manufacturing cost, labor management reporting to all facilities empowering superintendents to control their labor and set accountability measures to raise awareness among all facility managers.
Successful restructured 47M in debt, negotiated new payment terms with major customers resulting in a positive cash flow of 3M, lead management group through a complete turn-around plan from performing from a negative EBITDA to a positive 10M EBITDA for 2009.

Secured 15M in new business from existing customer base while adding additional new customers, projected run-rates of 100M by 4Q09
Reduced employee head-count from 900 to 600 in the first 90 days to address weak economy.
Developed a simple but yet complex strategy for company managers to follow which provided a clear path of execution to obtain goals in order to provide improved ROI s to multi investors.

2006 -  2008
CREO Capital Partner

Chief Financial Officer responsible for 25M in annual revenues.

Promoted to President and CEO in first 6 months while maintaining CFO responsibilities in the capacity of acquisition work, developing strategic plans and increased ROI by 15% in 1st year for CREO Capital Partners.

restructured existing debt of 11M and restructured entire company in first 12 months swinging a 1.4M loss EBITDA 1.1M on 20M in revenue to 150K average monthly profit EBITDA 3.6M on 25M in revenue by renegotiating rates with customers resulting in gross margin impacts of 8%, reduced insurance cost of 350K annually, personnel reductions of 300K annually, shop cost reduction of 150K annually and created strategic lane analysis for operations to identify backload margin erosion in areas located in North America to protect frontload customer margins resulting in 1M in additional Gross Margin.
Transformed the Management culture from a complacent atmosphere to developing individual accountability measurements which resulted into needed value creation to correct a distressed company. 75% of the Management Team was replaced.
Developed a recovery plan for the Department of Transportation to ensure our safety and compliance standards were raised in 60 days to satisfactory condition which removed our company from a conditional rating to ensure our operating authority remained in good standing with DOT and major customers.
Developed financial strategies by forecasting driver requirements associated with equipment demands while supporting the detail with sources and uses of cash.

Conducted post audit work for the purchaser, CREO and recovered 30% of the original purchase price in cash from the seller, resulting in an 800K return of cash into company.
restructured the entire Accounting Department, developed and implemented new accounting software and new hardware to handle reporting requirements and key operating metrics.

Upgraded and improved operational systems to generate real-time data for tractor tracking, trailer tracking, GPS location, project arrival times to enhance our customer communications and relations, established KPI s with all operations personnel involved in the revenue steam and created additional revenue opportunities.
Charged with full responsibility of negotiating 11M of our senior debt with Merrill Lynch, SunTrust, First Bank, Navistar, Daimler Chrysler, while maintaining covenant compliance.
Developed in-house IT Department while relieving 3rd party system consultants cost resulting in more stable system functionality and enhanced security control.

2005 -  2006

Regional Corporate Controller responsible for 300M in annual revenues.
Conducted moth-end closing, WIP schedule calculations and reserve analysis.
Reported to Corporate CFO headquartered in St Louis.
Participated and selected as expert leader in various ERP system module upgrades to assist corporate in converting systems from a custom written program to a full ERP system capable of handling 1Billion+ in revenues.

Participated in extensive project review weekly with project managers, safety managers, engineers, various field personal to project cost to date under or over runs, labor reports, WIP, deadlines for cash-out payments and revised project forecast.
Responsible for creating, maintaining, updating and revising a 3 year project forecast, 180 day cash flow forecast and a 3 year look-ahead budget.

2000 -  2005

Controller and Chief Financial Officer responsible for 75M in annual revenues.
Supervised 15 Accounting, IT and Risk Management employees.
Responsible for rolling 18 month forecast, month-end close, month-end reporting package and Sarbanes Oxley compliance reporting.
designed and implemented a sophisticated imaging system to convert entire company and Regional Offices from paper to paperless and reduced data security storage cost virtually to a minimum expense.
Served as corporate lead accountant to develop Sarbanes Oxley implementation processes.
Worked directly with the Mckenzie Consultant Group to develop a turn-around plan for margin improvement spread over 12 months which resulted in positive cash flow and a respectable net income.
Directed several strategic acquisitions into the port folio to create critical mass needed throughout the State of Florida.

1998 -  2001

Business Manager and Controller responsible for 5000 customers in Water District.

revamped all business processes, construction reporting and developed strategic customer controls to protect the districts interest.

Reported directly to the Board of Directors providing financial analysis on all key metrics, work in progress and water leak issues.
Developed and implemented a new network linking all company data into reliable financial reporting, meter billings and instituted wireless meter reading initiatives to increase productivity and workforce reduction with a payback less than 2 years.
Successfully secured bonds for several water infrastructure expansions of the water-line system.

1996 -  1998

Served as Controller.
Responsible for P and L performance, inventory control and 90 day forecast.
Developed trend analysis for detailing rooms forecast, food and beverage weekly requirements and joint revenue creations with the City of Chattanooga

1991 -  1996

Education

Miscellaneous

Conducted audit work related to the utility industry.
Served as Lead Auditor in second year handling multiple engagements simultaneously.
Transferred to the IT System Controls group handling system design for multiple companies to ensure more accurate tracking and reporting of data.
Skilled in all financial systems functionality, all Microsoft products, AS400 hardware associated with applications, HR Management, Sarbanes Oxley 404 framework, DOT certified, Microsoft certified, designated certified turnaround professional.