The joint venture’s management planned to grow the assisted-living segment of the business by acquiring and folding individual operations into a single, commonly managed enterprise.

Realized that the ERP resource committed to by ownership did not effectively mesh with the unique tracking and analytical requirements of the industry. Rewrote elements of the software producing a customized cost-control system that streamlined financial reporting across the organization. JV leadership subsequently adopted the revised application as the standard fiscal administration tool used for all properties in the portfolio.

Using the remodeled programming, directed a staff of nine in closing the books on an $80+ million company with multiple locations across three states in ten days.

The company had allowed auditing of financial statements and tax returns to fall three years behind due coming out of the 2003 market crash, collaborated with the third-party accounting firm to bring all audits up to date. The situation complicated the firm’s recent switch to factoring as a remedy for inadequate working capital. Designed and installed internal systems that ensured providing factors with all the information required to qualify the invoices of new customers.

Engaged IT in streamlining and formalizing a reporting structure in the ERP solution Glovia suitable for a firm managing multiple manufacturing and distribution operations around the world. Cut the monthly closing period in half by closely controlling the transactional process followed by AR / AP personnel and general-ledger accountants in each location.

Bringing financial reporting up to lender standards helped generate millions in operating capital.

The $25 million manufacturer-distributor had inadequate internal controls and no formal financial-reporting structure, did not know how to use the installed MAPICS ERP system, and paid excessive import-export fees and penalties due to weak banking relations.

Devised and put into practice the company’s first tracking, recording, and reporting structure. Constructed policies and procedures that facilitated the timely receipt and processing of all imported merchandise and eliminated needless processing charges.

The improvements made the firm audit viable and led to acquisition of millions in funding for insurance coverage and new equipment.

During the business’ shutdown due to COVID restrictions, the CEO retreated from day-to-day management due to personnel and health-related reasons.

Assumed leadership of the financial and human resources side of the company and increased interaction with the CEO to ensure continuity in decision-making. Moved leased employees to the firm’s payroll to keep workers on the job during the hiatus. Completed and filed applications for $400,000 in PPP and SBA disaster loans.

Taking assertive action kept a distressed company viable during the height of the COVID pandemic.

The staff responsible for transactional financial reporting at the company’s seven locations lacked the knowledge, experience, and adequate supervision to provide properly prepared documentation.

Rewrote the chart of accounts to correctly align with business processes. Authored policies and procedures that guided corporate and facilities’ staff to thoroughly and correctly assemble needed information. Trained all users in proper application of revised resources. Redesigned departments to functional departments for streamlined payroll processing.

The upgraded materials and routines shortened monthly closing from a typical 18 days to ten days and assisted in smoothly merging new acquisitions into the workflow and 3rd party reporting.

The company’s founder anticipated a modest pace of growth, but the speed at which acquisitions occurred created the need to expand the professional staff. Lacking any experience leading complex organizations, the founder continually resisted adding management overhead.

Accepted a partnership appointment with the goal of establishing an effectively functioning organization. Continued to contribute as CFO while leading the purchase of eight operating facilities in a 12-month period averaging a ten-day closing cycle. Installed the control system designed for and proven effective at a previous firm. Expanded responsibilities by filling the role of regional operational manager incorporating personal visits to each location to ensure delivery of the quality care tenants deserved. Negotiated pricing and delivery terms with vendors and produced periodic reports for investors, banks, insurance providers, and third-party stakeholders. Continued to lobby for bringing aboard qualified personnel to reinforce the chances for continuing success.

The founder eventually relented and allowed the hiring of several qualified and needed employees.