Since 2002, we have provided “Fractional” CFO as well as more traditional CPA services.

Fractional CFO services are typically project based, and part to full time for a period of time. After that time, relationships have varied from continued supporting role to limited involvement.

Relationship objectives have fallen into a number of categories:

• helping correct problem based situations, as with inadequate profits, poor cash flow, or inefficient systems or processes resulting in poor information, strained operations, etc,
• working with owners and management in decision making and deploying recommended changes to seize an opportunity for growth that the business has been unable to realize,
• working in capacity of CFO/Controller on a less than full time basis,
• preparing companies for transition, usually a sale or change in ownership,
• providing an alternative look at or second opinion of a company’s tax situation and corporate structure, for the purpose of tax reduction, cash flow enhancement, or value increase,
• acting in a role of financial coach, for internal and external relationships as well as strategic and tactical decision making,
• software selection support and internal project management in post selection environments,
• providing more traditional accounting services including providing monthly financial statements, monthly closings, bookkeeping, and tax services.

Career consists of repeated successes in leadership roles. After graduating SUNY @ Buffalo with an MBA, I pursued a career as a CPA in public accounting, starting my own firm in Albany New York. In 1986 I moved to Laguna Beach California, where I’ve lived with my wife of 25 years, and 2 children, ever since. In 1989, I started a computer software sales and consulting firm focused on ERP and CRM software for small to medium sized businesses. I sold that business in 1999, and worked for the acquiring company for 3 years. I voluntarily left in the fall of 2002 to pursue other interests discussed herein.

I possess strong leadership, interpersonal, and consensus building skills. Success has been due to clear vision of long-term objectives, driven focus on short-term goals, recognition of personal strengths and limitations and partnering with complementary resources. Primary personal assets that have enabled me have been:

• Keen ability related to situational analysis and assessing needs of people,
• Comprehensive understanding of business systems, from detail and executive perspectives,
• CPA and MBA credentials provide an understanding of matters from a financial perspective,
• Understanding balance between strategic and tactical business growth,
• Ability to provide “shirt sleeve” duties that form the essence of an accounting department,
• Very strong organizational, time management, and writing skills,
• Personal respect for all those involved in situations, and
• Constant attention to balance between work and family.

While pursuing endeavors in private industry maintained a business consulting practice on a part time basis until July, 2002 whereupon focused full time on this effort. Approach to engagements is evaluation of ownership vision, and determination of whether bottom up financial results were consistent with determined top down vision. Also provide more traditional CPA consulting; monthly and periodic financial statements, income tax planning and preparation, and personal financial consulting.

Managed Western States as Regional Business Unit Leader. Primary objectives were business development, and transition from acquisition based objectives to execution on strategy. Revenue managed was approximately $15mm. Staff size was approximately 70 staff. Efforts were also focused on creating and deploying internal systems, designing and deploying marketing and sales plans, both strategic and tactical, for Western United States, and tracking and evaluating sales and marketing results.

Founded and acted as CEO of company. Company grew from inception to revenues of $5.8mm. Negotiated buyouts of 2 partners during early 1990’s. Sold company in 1994, and repurchased it in 1995 in management buyout. Also, negotiated sale of company to ePartners, Inc. (see above) in 1999.

Handled all operations and focused primarily on implementation success and client satisfaction. Oversaw implementation of over 300 client engagements.

Albany New York based CPA firm focusing on small business taxes and business analysis. Had additional expertise in not for profits. Approximately 20% of practice was devoted to audits. Employed 5 people upon sale. Sold business to another CPA firm in Albany. Handled entire writing of contract and negotiations directly with the other firm and without the aid of attorneys.

First entrepreneurial effort. Small business bookkeeping and tax practice. Determined that CPA certificate was needed to create level of success I desired.

Business Manager for not for profit drug abuse and crisis intervention center. Managed entire business office, handled grant writing and reporting to a variety of government agencies.

Albany New York based CPA firm. Obtained necessary experience requirements to sit for CPA exam.