Saint Cloud, MN
A leadership and management position within the finance, accounting, and administration functions of a market leading company.
• Manage and supervise monthly close and communicate results to internal and external constituents
• Creation of accurate, credible forecasts
• Balance sheet ratio management
• Capital Sourcing
• Contract and Purchase Order negotiation focused on risk avoidance and mitigation
• Evaluation and strengthening of internal controls
• Negotiation and selection of risk management strategies including umbrella, general liability, inland marine, auto, workers compensation and employee related insurance
• Due diligence for acquisition and divestiture
• Calculation of internal activity based charge rates for overhead, labor, and equipment costs
• Federal, state, municipal tax planning and compliance
• Company interface and maintenance of bank, bonding, law firm, and accountant relationships
• Manage IT and HR functions
• Prepare and deliver executive committee and board of director presentations
November 2008 to Present
Companies ($50M) develop and construct wind farms and install underground wet utilities and concrete paving. Responsibilities include establishing process work flows, operational advisor, contract negotiator, management of monthly close, banking and bonding relationships, strategic planning, risk management, and wind farm project financing pro-forma; 3 direct reports with total staff of 6.
• Installed standardized job cost and revenue recognition system allowing real time variance identification
• Installed owned and rented equipment and overhead allocations for accurate costing
• Doubled bonding capacity
• Reduced job cost budget variations by 50%
• Led wind farm project financing process
• Negotiated favorable debt covenants
Interim CFO - Financial Consulting
November 2006 to November 2008
Port City Electric is an electrical component fabricator and contractor formerly operating on the East Coast. Directed financial, accounting, and administrative matters during Port City Electric winding down its operations while managing a staff of 10.
Highland Companies engineers, constructs, and installs underground utilities, water pumping stations, road-building, and dust abatement systems. As interim CFO, managed staff of 15 and led the downsizing and liquidation of Highland’s Arizona operations to focus on several large profit contracts in California.
June 2004 to November 2006
S. J. Louis, Inc. ($250M) and affiliates operate nationally and are a group of closely held, heavy hi-way construction companies specializing in excavation, road building, tunneling, and underground installation of water, sanitary and storm water pipe. Responsibilities included acquiring adequate capital sources, equipment acquisition financing, risk management, supervision of IT and HR, monthly close, maintaining professional service relationships, and expanding bonding capacity. 5 direct reports with a total staff of 20.
• Doubled revenue and profits in two years
• Created monthly project analysis procedures and eliminated marginal activity
• Established monthly reporting package for submittal to banks and bonding companies
• Updated billing protocols to increase working capital 25%
VP of Finance - Financial Consulting
May 2000 to June 2004
DeCrane Aerospace designs, engineers, manufactures, installs, and certifies executive aircraft interior cabins and products. Responsibilities included consolidating two plant sites in Texas, managing a staff of 8, monthly close, and HR and IT supervision. Installed percentage of completion revenue recognition, converted subcontractor labor to direct employees, and developed a monthly corporate reporting package.
KB Home is a Fortune 500 homebuilding company. After acquisition of a large Central Texas real estate developer responsibilities were supervising and retaining a 30-person estimating, accounting and purchasing department and integrating the acquired company’s proprietary reporting systems to KB’s JD Edwards system with eventual transfer of back office accounting functions to a KB Home Service Center in Denver, CO.
July 1993 to May 2000
.Mario Sinacola ($150M) is a heavy hiway general contractor whose principals are involved with regional real estate development. Responsibilities included management and supervision of all accounting, IT and HR functions. 5 direct reports with total staff of 11.
• Established expandable lines of credit to match quick growth
• Installed standard hourly equipment rates
• Installed equipment maintenance tracking system and protocol
• Upgraded employee benefits menu to provide a competitive environment
• Installed first integrated company computer network
• Formed entities to provide tax and investor protection
MBA in Finance
BBA in Accounting
• Microsoft Office suite proficiency with advanced Excel • VISIO competence for documentation of standardized work flow processes and decision matrix • Integrated industry specific software selection and installation • Experienced user of HCSS products • Pro-forma development using DCF, NPV, EBITDA, and ROI modeling tools • Strategic planning
3/90 – 7/93 VP of Finance - Sunbelt Federal Savings, FSB – Resolution Trust Corporation Rollup
6/83 – 3/90 Controller - Gemcraft Homes, Inc. - Public, Regional Homebuilder
5/81 – 5/83 Public Accounting - Ernst & Young – Global Accounting Firm
1985 - 2009 CPA (Inactive)