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Work Background
Improved Piping Products, Inc. (IPP)Chief Financial Officer
Mar. 2022 - Sep. 2023San Antonio, Texas, United StatesSenior officer responsible for the financial operations and related activities for a mid-sized, privately held manufacturing company. This includes all financial reporting, project management, capital investment, strategic planning, pricing and margin analysis.
The University of Texas Health Science Center at San Antonio (UTHealth)Director of Finance - Patient Services & Revenue Cycle
Dec. 2020 - Jan. 2022San Antonio, Texas, United StatesNewly created senior team position to transform the Revenue Cycle function and to create a business analytics mindset within the UTHSCSA School of Dentistry, the #1 ranked dental program in the US (US News & World Report) with 200 research faculty in 8 academic fields of study. Core responsibilities and short-term deliverables include:
** Create a symbiotic culture of mutual benefit with each academic department so that each Chair understands the incremental revenue and margin benefits associated with improved billing documenation and compliance procedures.
** Create periodic reporting capabilities that are actionable rather than just informative. ** Build productivity dashboards and similar processes to better understand headcount and workload allocations, with the dual purpose of benchmarking the daily tasks in an effort to quantify an individual's true capacity. ** Ensure that decision-making is supported by data analytics through enhanced Power BI capabilities and automated dashboards, both for ongoing as well as ad hoc purposes. For example, specify and quantify lost revenue opportunities that have a near 100% margin flow-through by tracking actual pdepartment erformance vs. Industry benchmarks. ** Establish the revenue cycle function as a proactive rather than reactive margin-accretive resource.
Essilor of AmericaDirector of Store Performance Analytics
Mar. 2019 - Dec. 2019Dallas, TXLed strategic planning in support of a start-up retail optical organization of 220 locations and over $80 million in annual gross revenue. Created and communicated all weekly and monthly reporting and analytics used by VP of Operations and regional teams. Designed and introduced multi-level integrated ERP, Performance Review, and Scorecard processes to evaluate objective and subjective performance of staff and multi-unit managers. Developed a monthly business review format to consolidate input from operations, finance, internal partners and senior leadership to align business unit leaders and key contributors and to prioritize resources to optimize revenues and profitability. Established Operating Expense controls and accountability to reduce spending by approximately 25% without sacrificing operational initiatives or the ability to drive sales. Identified key operational success drivers, then created weekly reporting and communication down to the District Manager level to create focus through repetition of message. Monthly KPI trends achieved successive month-over-month growth at record levels, creating an additional $500,000 in contribution margin, and favorable revenue and margin variances vs. forecast. >>> CORPORATE R.I.F in December 2021 followed by outbreak of COVID.
University of RochesterDirector of Finance, Business Alliances and Retail Operations
Jan. 2015 - Jan. 2019Rochester, NYAdministration and Finance lead for Ophthalmology with direct responsibility for strategic growth and practice acquisition processes, as well as operational leadership of optical shop locations. Accountable for all financial reporting and analysis, monthly P&L reviews and variance explanations, annual capital and operating budget creation, and presentations to the C-level leadership team. Produced an organizational structure to support a rapid-growth retail business model to include merchandising assortments, pricing strategies, inventory procedures, monthly reporting and annual budgeting. Full operational and strategic responsibility for six retail optical locations which grew from $1.2 to $3.8 million in annual gross revenue and achieved three consecutive years of double-digit sales growth driven by a focus on optician KPIs tied to improving product knowledge and ASP.
Monroe Veterinary AssociatesDirector of Financial Operations
Jan. 2013 - Jan. 2015Rochester, NYEnsured that appropriate performance measures captured and analyzed financial information about operations and generated reports for all levels of management. Responsible for the daily financial oversight of the largest privately held veterinary association in the US with annual revenue of over $30 million. Implemented budget and forecasting processes for sales, profitability, cash flow and capital expenditures. Created profitability impact analysis for such issues as Minimum Wage increases and the Affordable Care Act. Developed shareholder, director and associate long-term incentive compensation models. Executed new business analysis for potential acquisitions or service offering extensions such as retail or prescription drug sales, grooming services and pet boarding.
PetsmartSenior Director of Finance, Store Operations and Services
Jan. 2007 - Jan. 2012Phoenix, AZFinance business partner to Store Operations, leading a team of 16 individuals responsible for supporting 1,280 stores in the US and Canada with annual sales of over $6.5 billion. Weekly and monthly scorecards created to enable leadership to focus on 17 key business drivers and to grade performance relative to established benchmarks. Store-level labor reporting created and rolled out to provide store-level insight into scheduling efficiency, average wage rate compliance and overtime usage. Improvements in store labor and expense controls through partnership with field operators contributed to over 120 bps of expense reduction from 2008-10, enabling the company to produce year-over-year EPS growth through the recession. Created and implemented a bottom-up annual budget process to increase the precision of store level planning. Accuracy measurements improved by 25-50% year-over-year for each of the 2008 through 2011 planning cycles.
Cracker Barrel, Inc.Director of Finance, Store Operations
Jan. 2006 - Jan. 2007Lebanon, TNResponsible for directing the operational support functions for a 567-unit company with annualized total restaurant and retail sales of $2.4 billion including periodic reporting and analytical functions. Led or supported initiatives included in corporate strategic planning targeting process simplification, product development and prototype modeling.
Feed the People, LLCOwner/Operator
Jan. 2005 - Jan. 2006Madison, GAStart-up restaurant company consisting of three properties and first year sales of $1,000,000.
Avado Brands (Don Pablos and Hops Restaurants)Vice President of Finance
Jan. 2000 - Jan. 2005Madison, GADepartment head and senior team leader, accountable for the financial activities of a 157 restaurant casual dining chain with annual sales of $350 million. Managed Accounts Payable, Cash Management, Capital Allocation, Financial Analysis and all other Accounting or Finance related activities. Produced negative cash flow and underperforming restaurant analysis for use in balance sheet restructuring prior to and during bankruptcy proceedings. Primary liaison with interim CEO, outside consultants and Board advisors on business plan analysis and organizational restructuring. Conducted payback analysis on marketing initiatives and provided quantitative feedback on new menu item tests and impact studies for recruiting and human resources. Quantified the cost per hire based on turnover and training expenses.
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