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Maximizes profit through the use of solid analysis skills to drive more accurate forecasts and better alignment between expense and return on investment. Provides a wealth of continuous improvement expertise to streamline operations without sacrificing quality or responsiveness.
Controls costs by optimizing internal resources and forging long-lasting and productive relationships with domestic and global service providers. Excels in the selection and cost effective implementation of ERP systems and related tools.
Combination of detail orientation and entrepreneurial perspective to manage risk and inspire investor confidence while remaining agile to seize opportunities to drive the company forward.

ERP Implementation
Global Consolidations
Transformational Leadership
Budget Preparation
Management Reporting
Continuous Improvement
Financial Planning & Analysis
Financial Statement Preparation
Compliance/GAAP/IFRS
Audit Prep & Tax Planning
Best Practices Implementation
Just in Time Techniques

Corporate Controller at PRTM Management Consultants, Inc
April 2001 - December 2008

Reported to the CFO; supervised 12 including international accounting and finance team; worked with senior management to drive business operations. Coordinated preparation of tax returns and annual audit with external resources. Managed company metrics including gross and net utilization, contract backlogs and company bookings, operational costs and staffing. Oversaw preparation of monthly financial statements, exchange rate variance analyses, forecasts, annual budgets and operating plans. Strengthened internal accounting controls; developed policies and manuals to ensure control procedures are enforced. • Promoted to Controller of parent company while maintaining role as CFO of PMG after redesigning business model to redistribute CFO duties, reduced workforce by ~50% and continued to save $250K annually • Coordinated first time audit by outside auditors that revealed no major control weaknesses over a 5-year period; saved ~$40K US annually and improved service levels by replacing audit firm for auditing French operations; and eliminating separate statutory accounts in Germany • Recommended and earned approval to purchase Oracle financial suite and Business Objects to replace Peachtree after preparing a business case and performing comparative analysis and ROI on numerous vendors. Subsequently led finance team in implementing A/R, A/P ,G/L and ADI on time and under budget. • Led a team in implementation of OpenAir professional services automation system; selected this system after exhaustive investigation into 20 potential vendors based on Gartner MarketScope research

CFO at The Performance Measurement Group, LLC
April 2000 - March 2001

Managed finance and accounting, human resources, insurance risk, treasury, and administration. Supported the Board of Managers and management team in strategic planning and day-to-day business management.

Corporate Controller at Cahners Business Information
July 1998 - March 2000

Built and directed a staff of 60 to manage general accounting, accounts payable, asset management, and payroll to support 100% company growth. Devised policies and procedures to ensure adequate control over account reconciliations, accounts payable, record retention, travel and entertainment, capital expenditures, payroll and independent contractors. Collaborated on the integration of an acquisition of equal size; an accounting system upgrade and the merger of the acquired company into existing accounting systems. • Evaluated and proposed T & E processing and reporting systems that would save >$1M over 5 years • Centralized 6 payroll centers with disparate procedures into a unified organization with standardized controls

CFO at Charles River Publishing
January 1996 - June 1998

Recruited to grow the business into a high-quality regional printer by leading strategic management; accounting and finance; management information systems; NT network administration; and TQM. Managed accounting and finance including planning, budgeting, estimating, procurement, payroll, accounts receivable/payable. • Evaluated, proposed and purchased equipment to reduce paper and labor savings ~$250K a year • Evaluated selected and implemented print management software to support future growth.

Vice President Finance at American Express Travel Partnership
January 1995 - December 1995

Following acquisition, performed integration planning, 'best practice' evaluation, policy making and change management implementation.

Vice President Finance at Thomas Cook Travel
January 1989 - December 1994

Played a key role in the merger with Crimson Travel and Heritage Travel into a single entity and the subsequent introduction of systems, procedures and controls. Monitored financial statements/performance statistics; alerted senior executives to emerging risk; worked with executive management on issues ranging from response to competition to the allocation of resources to maximize return on investment (ROI). • Co-led design and implementation of a plan saving $750K annually that included closing 3 accounting centers, staff reductions, unification of 4 G/L systems; created a single database for financial reporting that increased information accuracy for 400 offices (1150 profit centers) nationwide • Drove the adoption of, and commitment to, TQM within group that led to work flow redesign resulting in reduced monthly closing time from 17 to 7 days and supporting100% growth to $2B annually while maintaining staff levels

Divisional Controller at Thomas Cook Travel
October 1986 - December 1988

Transferred with Dun and Bradstreet to this acquired travel services company. Performed acquisition analyses; prepared financial statements/pro formas and documentation used in divestiture negotiations and in working with auditors in the related due diligence process.

Landmark Education
December 2008

BBA, Accounting, Pace University, New York
June 1976

Sports Director - Dormitory Council