High-performing, energetic, “hands on” financial and accounting leader with more than 20 years of experience providing counsel, strategic direction, and leadership necessary to improve efficiencies and maximize profit. Progressive responsibility in financial and accounting leadership roles with specialized expertise in the construction industry. Strategic business partner with a track record of building financial and accounting infrastructures, increasing cash positions, developing and implementing improved processes, establishing internal controls, risk analysis, and negotiating contracts. Consistent history of exceeding company goals, improving operations, and motivating and empowering employees to high performance levels. Driven by new challenges and the desire to excel in all endeavors. Core competencies include the following:
Accounting (Financial & Job Cost) / Financial Reporting / Cash Management / Process Analysis and Improvement / Strategic Planning & Execution / Change Management / Staff Coaching & Development / P/R & H/R / Merger & Sales Due Diligence / Contracts Review & Administration / IT Management / Computer Proficient
Experience
TIMOTHY LUTHERAN CHURCH, SCHOOL, AND FOOD BANK, Woodstock, GA 2009 – Present
Nonprofit Church, school, and food bank
Treasurer (CFO Responsibilities) — Manage financial, accounting, risk management, payroll, IT, and HR functions. Operated under QuickBooks.
• Cash Position: Increased cash position more than 60%, during challenging economic times, through improved awareness and cost cutting. This, in turn, reversed our previously continuing negative retained earnings trend.
• Building Committee: Serve on six-member Long Range Planning Building Subcommittee that is evaluating new construction and remodeling alternatives for addressing increased building and space requirements.
• Process Improvement: Increased cohesiveness and consensus among boards and committees by developing and implementing a streamlined and more reliable budgeting and forecasting process.
• Reporting: Improved reports and reporting processes, making them more easily understood by people from varied backgrounds.
• Strategic Planning: Integral member of the Executive Committee and Council on strategic planning.
• Construction Management: Managed the construction of addition to Timothy’s food bank, the largest provider food bank in Cherokee County.
• Grant writing: Performed the grant writing which ultimately secured a grant for addition to Timothy’s food bank.
CORE DEVELOPMENT GROUP, Atlanta, GA 2004 – 2009
Real estate development and construction company
CHIEF FINANCIAL OFFICER (CFO) — Recruited by former executive colleague at J.A. Jones Construction for new position charged with building an accounting and management infrastructure that would support aggressive growth strategy. Directed financial, accounting, risk management, payroll, IT, and human resources functions. Company was closed during housing industry recession. Operated under Timberline for construction and QuickBooks for development.
• Team Leadership: Supervised, motivated, and coached 10-member team.
• Infrastructure Development: Developed and implemented procedures, processes, and controls; designed and reviewed pro formas; and automated work by sourcing, evaluating, and selecting appropriate hardware and software solutions.
• Risk Analysis: Mitigated potential losses through effective risk analysis of developments and construction projects.
• Relationship Development: Created and nurtured productive banking, insurance, surety, subcontractor, vendor and owner relationships.
• Cost Control: Successful in reducing insurance audit charges more than 70% and property taxes 55%; collaborated with tax accounting firm to analyze and plan tax savings strategies.
• Employee Benefits: Negotiated and managed all employee benefit plans; sourced and selected insurance products.
• Compliance: Monitored and ensured compliance with local, state, and federal regulations.
ORDNER CONSTRUCTION, Duluth, GA 2004
Construction Company
CFO/SR VP — Brought in by CEO and President to “Up their game” and create and improve processes and procedures for Financial, Accounting, I.T., and HR functions. Operated under Timberline environment
• Reporting: When I arrived they had not had monthly financials for over 6 months. Operated under Timberline, but previous CFO did not trust it or utilize it to its potential. Within 1 ½ months we had reliable financials from Timberline and a process going forward. Was also able to complete audited financials to regain desperately needed bonding capacity.
• Asset Management: Responsible for owned properties leased to others and equipment sales.
• Risk Analysis: Performed critical risk assessments to identify and mitigate various types of risks in construction and business.
• Planning, Budgeting, and Forecasting: Implemented much needed planning, budgeting, and forecasting of construction projects and general business.
• Cash Management: Instrumental in reducing aged A/R by over 60% through increased awareness and improved processes and procedures.
J.A. JONES CONSTRUCTION/METRIC CONSTRUCTORS, Marietta, GA 1999 – 2004
Division of $2+ billion construction company
Vice President of Finance (Area CFO) — Directed strategic planning and financial and accounting functions for four divisions whose combined annual revenue grew from $100 million to $400+ million. Responsible for financial reporting, forecasting, job costing, and budgeting. Initially hired as a Controller for one division, promoted to controller of four divisions, and later promoted to VP of Finance. Operated under Constructware and Epic.
• Team Leadership: Led 25+ team members in financial, accounting, payroll, IT, HR, and training functions.
• Receivables: Slashed overdue receivables from high of 30+% to less than 1%, through team awareness and persistence.
• Centralization: Saved more than $500,000 annually by centralizing financial/accounting from 4 divisions to 1.
• Reporting: Reduced monthly financial/accounting reporting time from 8 to less than 3 days through critical evaluation and process reengineering initiatives.
• Risk Management: Identified, evaluated, and mitigated business and operational risks.
• Profit: Maximized profits on construction projects and divisional offices by establishing ongoing communications with field personnel through timely project forecasting and follow up.
• Organizational Efficiency: Increased efficiency by hiring and working with IT/MIS manager on developing and implementing appropriate technologies.
• Due Diligence: Assisted with due diligence for mergers and/or sales of portions of the company.
• Training: Chosen to prepare and present cash management seminars to construction divisions across the U.S.
• Performance Management: Led training, implementation, and tracking of balanced scorecard tool.
• Awards: Selected by President for 2001 Quality Championship Award for significantly exceeding expectations and company goals and for motivating and empowering employees; 2000 Vision Award nominee.
PCL CIVIL CONSTRUCTORS, Coral Springs, FL 1989 – 1999
Subsidiary of PCL Constructors, Canada’s largest construction company
Finance & Administration Manager — Recruited to establish financial, accounting, risk management, payroll, IT, and HR functions for Heavy Civil division startup that grew to $160+ million. Oversaw financial reporting for Florida and Georgia offices. Operated under JD Edwards.
• Team Leadership: Led 15+ direct reports in division and field offices.
• Department Startup: Built and managed Finance, Accounting, Payroll, and Administration departments.
• Audits: Managed numerous internal and external audits; served as liaison to CPA firm.
• Risk Management: Continuously performed business and project risk analysis.
• Contract Negotiation: Negotiated terms for and administered contracts and subcontracts; assisted with arbitration, mediation, and litigation. Reviewed potential contracts prior to bidding.
• Software Conversion: Played instrumental role in converting to JD Edwards integrated enterprise software; worked with outside service consultants on software selection and implementation.
• Insurance: Secured quotes, negotiated and bound coverage, prepared and tracked claims, and managed OCIPs, CCIPs, and Subguard.
• Due Diligence: Performed due diligence related to assuming another construction company’s projects. Performed financial background checks on potential clients, subcontractors, and vendors.
EARLIER EXPERIENCE in a series of progressively responsible positions and projects ranging from $13 million to $250 million with S.J. Groves & Sons Construction Company ending with Business Manager in its main office in Minneapolis, MN.
Education & Professional Development
MASTER OF BUSINESS ADMINISTRATION COURSES
Marshall University, Huntington, WV
Due to transfer back to S.J. Groves’ main office in Minneapolis, MN, I was unable to complete program
BACHELOR OF SCIENCE: FINANCE, CONSTRUCTION MANAGEMENT, and REAL ESTATE & INSURANCE
Minnesota State University, Mankato, MN
EXECUTIVE COACHING, LEADERSHIP OPTIMIZER, LEADERSHIP SOLUTIONS, and LEADERSHIP PROFILER
