Jeffrey Rosen - Financial & Business Strategist, Jeffrey Rosen, Inc.

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Work Background

Manhattan Restorative Health SciencesDirector of Finance and Business Management

Jun. 2023 - Dec. 2023New York, New York, United States

ClearMDVP of Finance

Jan. 2022 - Aug. 2023New York, New York, United StatesIn this job role, I executed financial structure across the organization during first-year of the start-up phase, including FP&A, accounting, reporting, payroll, and business strategy. I developed and oversaw company's financial system, KPIs metrics, AP/AR, month-end close, and tax objectives. I collaborated with CEO, president, and department heads to facilitate department and corporate initiatives through continuous organization growth. • Transitioned company's cash-based accounting to accrual accounting via the NetSuite platform for beginning of 2023 fiscal year. • Enforced cost and inventory management protocols; minimizing $1MM spending within nine months. • Built multi-tier benchmarking probability application to predict success of new location expansion for medical health clinics. • Developed algorithm with reporting system to forecast revenue cycles resulting in 40% reduction in reporting time and 20% expansion in revenue predictability.

Comprehensive Spine & Pain Center of New YorkDirector Of Finance, Administration, & IT

Sep. 2019 - Feb. 2022New York, NYDuring this tenure, I deployed financial strategy and established financial infrastructure for medical practice with four main and 10 satellite offices across NYC Boroughs and Nassau County. Additionally, I created action plans and applied processes to enhance individual site performance and solve customer service issues for operational efficiency. • Tracked business P&L, covering customized site budgets, in-depth analysis, and management of staffing, clinic capacity, ROI, margins, service offerings, and KPI metrics. • Formulated corporate growth strategy to secure underperforming medical practices responsible for delivering services in line with pain management procedures. • Directed revenue growth through execution of engaging social media strategy projected to maximize 5% customer base, client retention, and customer satisfaction as well as $750K top line revenue in 12-month period.

Popojito MedMex Kitchen, DonjitoDirector Of Finance and Operations, GM

Mar. 2018 - Sep. 201946 Christie PlaceOver course of this period, I liaised with two managers and chefs to define and incorporate SOPs for front/back of house detailing training, efficiency flow, inventory/cost management, menu creation, HR, marketing, and business development. • Controlled finances and operations for restaurant group with predicted $5M+ annual revenues. • Supported start-up of two restaurants over first year of existence: reaching breakeven point within ten months.

8 North BroadwayDirector of Operations, GM

Jul. 2017 - Jun. 2018Nyack, NYIn this period, I was appointed to impose back-end management infrastructure, encompassing financial/inventory management, POS integration, marketing and branding, HR, and business development across three restaurant locations with $3M+ annual sales. I guided FOH and BOH teams on cost control management, product knowledge, and customer presentation. • Optimized 30% cost management and formed positive cash flow after seven months to pay down six-figure debt in twelve-month period.

Cook The BooksOwner

Apr. 2017Westchester County, New York, United StatesCook The Books provides specialized financial and administrative services for the hospitality industry, backed by over 10 years of experience in hospitality start-up and restructuring. Let us help you start and grow your hospitality business today.

MTK TavernOwner

Dec. 2011 - Mar. 2016Mount Kisco, NYThroughout this period, I administered FOH and BOH staff training, vendor negotiations, food and beverage and inventory management, menu development, payroll, accounting, insurance, marketing, business development, and health and sanitation for top gastropub and live music venue. • Re-branded previous business by expanding demographic and elevating 50% revenue after 14 months. • Retained cost management below industry standards of 23% food, 20% liquor/beer, and 30% labor costs. • Augmented business revenue from $500K to $2M in two years and generated $2M in sales with cumulative average growth rate of 40% over four years.

Harris Connect, LLCVice President of Financial Operations and Business Development

Jan. 2006 - Jun. 2011Responsible for development and management of business and sales functions. Negotiated business partnerships, provided project management, drafted operational and financial strategic initiatives, as well as sales compensation plans. Oversaw staff of four that conducted analytics and reporting, contract management, capital project approval, budgeting and forecasting, receivables and payables, and due diligence. Addressed issues with internal and external customers. - Negotiated and developed three partnership agreements in the fundraising and mobile business units with expected returns of $5-$7M in added revenue growth in the next two years. - Directed Salesforce implementation process across all sales and client relations departments resulting in cost savings of $1 million + from reductions and efficiencies while increasing sales ROI by 114% over a 2 year period. - Partnered in the development of a new strategy for process management, reducing delivery time of new builds by 1 month while catapulting annual revenue by $500K. - Designed new benchmarking strategy for sales compensation plans, creating additional incentive for sales staff while ensuring added costs were neutral to bottom line. - Established move-time tracking software for project management from server-based to Web- based platform, resulting in cost-effective, user-friendly system.

Harris Connect, LLCDirector of Financial Planning & Analysis

Oct. 1999 - Dec. 2005Supervised 3 staff members and reported to CFO while directing corporate budget and reforecast process, managing EBITDA and cash flow schedules, and providing analysis for strategic initiatives. Fielded ad-hoc analysis requests from various business units, and guided consolidation of corporate monthly financial package. Financial Highlight: - Developed activity-based costing model, assisting in implementation of process change and reducing operational costs by $3.2M.

Oasis Residential, Inc.Vice President - Financial Operations

May. 1996 - Apr. 1998- Directed company’s annual budgeting process totaling $1.2 billion in assets and incorporating over 50 corporate and satellite offices. - Worked with VP of Operations on the day-to-day supervision of all offices and employees. - Managed operational and financial analysis in the areas of corporate forecasting and pro-forma planning, revenue and expenses, profit and loss variance, ROI, and marketing and demographics. - Instrumental in development of financial training programs for managers and sales associates. - Supported the coordination of the structural and cultural reorganization of the company’s operations resulting in improved financial and operational management of the individual offices. - Developed and managed bonus/incentive and performance awards programs Developed new sales and marketing strategy, resulting in $15MM revenue increase in soft market. - Supervised the monthly restructuring of product pricing to achieve corporate forecasts.

Bernard C. Harris Publishing Co., Inc.Senior Operations Analyst

Jan. 1995 - Jan. 1996- Supervised $30 million budget of Client Services and Operations Department. - Created financial performance reporting system, which monitored all facets of company’s revenue generation and was instrumental in helping the organization improve its bottom line. - Managed revenue forecasting, capacity utilization, sales quotas, and labor rates for National Telemarketing Department. - Developed models for monitoring revenues, expenses and cost control measurements.

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