Served as Chief Restructuring Officer, led the company (an outdoor equipment and apparel retailer) through a private sale to a U.K. based specialty retailer. Recipient of the Turnaround Management Association’s Mid-size Transaction of the Year award.

As deputy CRO and acting CFO, consolidated underutilized facilities; identified & implemented sale process of non-core assets totaling $12M; shut down unprofitable divisions to save $8M annually; reduced inventory levels by over 30%; enhanced forecasting & reporting capabilities; implemented cost controls; improved working capital by approximately $5M; and paid down approximately $73M in debt.

Served as CRO of the global aerospace company, assisted with evaluating and executing several strategic alternatives which resulted in an out of court sales transaction to a consortium of investors led by Carlyle, GSO and Ares.

Served as CRO of the NASDAQ biopharmaceutical company committed to developing and commercializing innovative anti-bacterials to treat multi-drug resistant (MDR) infections. Advised company on financial restructuring, liquidity management, and evaluation of strategic alternatives.

Implemented a cash forecasting model and developed a new transformative business model that was later implemented by the new private equity owner.

Identified approximately $11 million in annualized EBITDA opportunities; rebuilt the collections department resulting in a 50% reduction of ineligible receivables; and negotiated consensual customer agreements to pay down large outstanding receivables balances.

Developed long-term strategic plan for distressed business with declining top line revenue. Identified $7 million of EBITDA opportunities through operational improvements related to G&A reductions, inventory management, warehouse utilization, and shipping.

Served as financial advisor to global industrials company operating primarily out of Europe, Americas and Asia.  Assisted management and the board with vendor management, liquidity forecasting and stakeholder communications.

Company side advisor on successful Chapter 11 reorganization which included stakeholder negotiation, vendor management, capital expenditure allocation and hypothetical liquidation analysis.

Served as financial advisor to a payday lender operating 254 locations in 11 states. Developed and implemented internal cash controls; created a 13-week cash flow projection; and assisted in analyzing and assessing the viability of the company’s new business model.

Served as financial advisor to large property management company.  Increased liquidity by 100% through a series of operational and working capital initiatives.  As a result, the Company was allowed more time to explore and execute and out of court sale transaction.

$9.0M of cost savings identified within logistics, warehousing and SG&A by redesigning existing asset layouts, leveraging operational practices and renegotiating supplier contracts.

Served as financial advisor to a $40M EBITDA provider of telephone, broadband and cable services to rural America.  Conducted a review of the business, identified performance improvement opportunities and evaluated strategic options.

Assisted the Company with evaluating strategic alternatives for large heavy civil, industrial, traditional power, and renewal energy projects.

Filed Chapter 11 bankruptcy; assisted with negotiating debt discount; emerged successfully as a going concern.

Served as financial advisor to a Class II slot machine OEM. Developed a long-term strategic plan and 13-week cash flow projection.

Reviewed business plan, assessed liquidity (including cash repatriation implications) and analyzed certain high value fixed price contracts.

Served as a member of the team who was the Third-Party Financial Fiduciary to the board of education. Assisted with cash management, procurement, financial reporting, and compliance.