I’m a diversified business and finance executive. I enjoy working with small to medium sized businesses to put the foundation in place for growth, market leadership, and future sale or recapitalization.
I quickly learn what drives results, then FOCUS on execution. Likewise, it’s equally important to know which opportunities to put on the back burner. There will always be more great opportunities than the ability to execute.
I like to identify unique competitive differentiators (the essence of sound business strategy), then exploit those differentiators to create sustainable and transferable value.
I excel at analyzing operating results and implementing strategies to grow revenues, accelerate cash flow and minimize non-core operating costs.
I have a background as a musician, and that gave me just enough right-brain bias to put on my creative, marketing-guy hat as needed.
I am adept at presenting complex business and financial information to virtually any audience – non-financial executives, family members, dogs and cats, and so forth.
I started my career as a “Big 4” CPA. After public accounting, I held several C-level positions with finance and operations oversight – enterprise and project financing, key customer relationships, product line diversification, transaction negotiations, even “armchair legal counsel.” (No, I’m not an attorney!)
My financial and business background has given me the following insights and traits:
- We play to WIN, but in a context of fairness and integrity
- Lots of folks have great ideas. Ideas without execution = hallucination (from a Vistage speaker)
- I’m calm when the fires are burning – and I don’t mind a good fire occasionally
Alpine Advisory Group (2014 to Present)
Currently providing strategic and executive leadership services for a Boulder-based small business in the consumer products industry. Areas of focus:
- Strategy development
- Sales and marketing, brand development
- Startup growth management – org chart, capex and working capital
- Strategic alliances, negotiations, business agreements
- Corporate finance and recapitalization initiatives. Currently working on a private investment offering with the potential to transition to a public company.
Westone Laboratories (CEO from 2006-2013; CFO/COO from 2001-2004)
Prepared second generation family business for sale. Led company through a successful private equity transaction that met the goals of the family ownership group.
- Established key customer relationships with sustainable revenue streams.
- Led successful diversification from a mature core business to a new product segment with substantial growth potential.
- Developed monthly reporting metrics that demonstrated deep understanding and fiscal control of the business.
- Successfully consolidated remote production facility into headquarters, resulting in significant recurring cost savings.
- Worked with investment bank to prepare Information Memorandum, led management presentations to prospective buyers, closed transaction after 12+ month marketing, negotiation and closing process. This was a complicated transaction involving multiple second generation family members.
Prior to being appointed President, I was the Company’s first CFO.
- Designed and implemented the Company’s first true Key Performance Indicators for a family CEO who managed by production data and “how much money is in the bank.”
- Led internal response to a complicated civil litigation case in which the Company was defendant. Successfully neutralized plaintiff arguments, and case was settled at nominal cost to the Company.
- Early on, recognized that the family CEO needed significant help on operations and business matters. Quickly morphed into a COO role – not through appointment, but by my actions and conduct with the management team.
Various Real Estate Project Development Entities – 2005
This was a one-year “leave” from Westone to assist a local developer with a variety of residential and mixed use development projects.
- Brought structure and discipline to a small real estate development company in its dealings with lenders, consultants and purchasers of property.
- Assisted in divestiture of joint venture interests due to strong real estate market conditions and partner philosophy differences.
- Recognized early signs of a local real estate market top, and embarked on a strategy to “bulk sell” a 2,000 raw land parcel in late 2005. This strategy proved to be timely – we all know what happened in 2008 – 2009. Admittedly, this was part sound business judgement and part good timing on our part.
Schuck Corporation – CFO – 1998 – 2001
Assisted regional real estate development company in financial and operations responsibilities. Company had a substantial investment in raw and partially-developed real estate.
- Prepared “hold and develop” vs. “sell now” forecasts (NPV analysis) and encouraged ownership to embark on an orderly project divestiture program. This resulted in several successful project exits prior to the dot-com crash.
- Worked with Denver underwriter and three major landowners to structure $11.4M bond financing for a major freeway interchange.
- Significant involvement in sale of a high profile project in Northern Colorado Springs. A portion of the sales proceeds was escrowed at closing and went into legal arbitration. I authored a compelling affidavit and memorandum to the arbitrator which resulted in successful release of the escrow to the seller.
Sugarland Properties – VP-Finance
Full financial responsibilities for this developer of a 10,000 acre master planned community in Southwest Houston.
- Residential subdivision development financing.
- Financial oversight over exclusive developer owned country club, 36 hole golf course and extensive sports and food/beverage operations.
- Active financial leadership of three major retail developments. Direct involvement in two major investment sales to institutional buyers that generated $80M proceeds.
Price Waterhouse Houston – Audit Senior
Client mix included small business, oil and gas, construction and health care products.