Lead investment identification, diligence, and integration efforts for lower middle-market private equity firm focused on emerging technologies in the dental industry
· Execute strategic and operational initiatives to accelerate topline growth for portfolio companies, including acquisition support, scaling infrastructure, optimizing product strategy, supply chain management, and marketing efficiencies

Led station development and maintenance for world’s largest retail hydrogen network (34 stations across CA, 70% of market share) with construction projects up to $20MM; oversaw a team of 65
· Partnered with Toyota (TSSC) to develop continuous improvement process for supply chain management of inventory and hydrogen, leading to a 13% decrease in expenses
· Identified critical engineering upgrades and restructured operations to implement across network; resulted in immediate 12% increase to station performance ($4MM revenue impact)
· Overhauled construction bid and draw process, service contract, and implemented site quality control; led to base contract cost reduction of 20% ($1.8MM annualized), and reversed trend of 12% cost overruns
· Built staffing model to forecast technician and commissioning needs to ensure sufficient headcount trained and deployable in advance of 44% YOY growth; supported 34% staff increase in FY21, 100% projected for FY22

Led financial operations and reporting for $500MM privately-owned bus dealership; oversaw team of 35
· Developed all aspects of financial planning and analysis, including building company’s financial model to incorporate supply and demand planning; reduced custom orders to save $500K in interest
· Served on Board of Directors for captive insurance policy; managed annual audit, quarterly tax reporting, and banking, insurance, and other third-party relationships

Led all financial operations and reporting, including compliance with federal and state regulators, for $50MM private equity-backed (Summit Partners) education technology company; oversaw a team of 50
· Increased year-over-year (YOY) EBITDA 100% by accelerating the customer sales cycle, increasing customer retention, and modeling the takeover of two companies, cumulatively adding $20MM in revenue
· Managed sales process for investor exit, including sell-side due diligence and management presentations; successfully sold to a public company, achieving max sales price based on terms of the purchase agreement
· Grew YOY new customer sales 4.3% with a 3% reduction in marketing spend through creation of a customer-segmented LTV analysis and a marketing performance model; $1.3MM (12%) positive EBITDA impact
· Secured $35MM credit facility, with the addition of a $5MM revolving line of credit, to finance growth and recapitalize the company; successfully renegotiated note extension to meet timing of investor exit
· Negotiated lease amendment, saving the company $1.2MM in cash over the remaining lease term by returning 24,500 sq ft of rentable space to the landlord 30 months prior to lease termination
· Increased new customer sales 10% by restructuring customer-facing departments to streamline cross-departmental processes and improve customer service; annualized EBITDA impact of $1.8MM
· Implemented process improvements and automation to reduce month-end close time by 36% despite a 20% reduction in staff; resulted in faster financial reporting for executives and a 2% increase to EBITDA

Headed all financial operations and reporting for $100MM hedge fund-backed (York Capital) real estate asset management company with $2.5B under management (~15,000 assets); supervised staff of 12
· Launched private lending platform: Wrote business plan, built financial, pricing, and underwriting models, established relationships, and managed licensing; generated additional $2.4MM of revenue in first year
· Identified need for and created counter-party audit function that immediately recovered $2.1MM in improper billings and saved the company $4.2MM over 2 years
· Developed performance metrics and trend analyses to support strategic decision making; led to a 4% reduction in deal costs, approximately $2.7MM
· Reorganized Portfolio Accounting group: implemented process improvements to reduce overtime by 50% and month-end close time by 42%, while reducing staff size by 29%
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· Managed the general accounting and month-end close process, including the consolidation of 16 entities; implemented internal controls in compliance with SOX when company was pursuing a public exit strategy

Consulted on mergers and acquisitions (M&A), leading teams on financial due diligence related to acquisitions of and investments in public and private companies by strategic and financial buyers
· Identified business risks and opportunities via analysis of financial results, quality of earnings, and assessment of working capital needs; resulted in purchase price adjustments of up to 15%
· Presented due diligence findings to client executives; created deal summaries and led engagement planning and management, budgeting, team staffing and motivation, and client relations
· Consulted on International Financial Reporting Standards (IFRS) policy gap assessments, providing advice on financial reporting matters and potential impacts to client business, systems and processes, and personnel