Results driven Senior Finance and Operations Executive with a successful

and consistent track record of building corporate value; planning and

executing corporate strategy; building and maintaining positive and

collaborative employee, client, stakeholder, and Board relationships; and

generating positive financial results through spearheading strategic

corporate initiatives, aligning organizational critical resources,

effective capital allocation, leveraging Infrastructure and Human Capital

systems, and Leadership - driving immediate and lasting results and value.

Accomplished Executive successfully leading multiple and diverse

organizations with domestic and international operations, clients, and

partners - building agile, resilient, and high-performance teams and

organizations. Extensive management P&L experience with large and small

technology, engineering, professional services, and research organizations;

as well as Universities and FFRDCs. Co-founded and sold a successful

technology consulting company; and recently started two socially

responsible companies. The firms profiles include - revenues from $3M -

$1B; 10 - 7,000 employees; short-term and multi-year contracts valued from

$25K - $2.5B; and multiple US and Global locations. Managed multiple

investment portfolios and retirement trusts valued from $12M - $2B.

Financial and operations executive with a demonstrated ability to lead and

motivate diverse global teams to support corporate and client objectives.

Results-oriented, articulate, industry professional.

Strengths, Expertise & Qualifications

Executive Financial & Operations Strategic & Innovative Planning &

Management Solutions

Financial, Accounting & Cash Financial & Corporate Reporting &

Management Analytics

Business Models, Forecasting & Turn-Around Management - Operations &

Analysis Finance

Enterprise Risk Management Human Capital, Organizational &

Benefits Management

ERP Systems, Implementation & Banks, Investments, Retirement Trusts

Process Change & Endowments

Build High Performing, Adaptive S&P Ratings & Tax-Exempt Bond

Teams Financing

Building, Facility & Sustainability Board Governance & Relations

Management

Responsibilities and Accomplishments

Leadership & Management - Business partner and adaptive leader with

executive team, operations, Board, and internal and external stakeholders.

Responsible for Finance, Accounting, Budgeting; Corporate and Operational

Reporting and Analytics; Human Resources; Contracts; Technology; Internal

R&D Investment programs; Portfolio Management; Facilities & Real Estate;

Strategic Initiatives and Planning; and Operational Excellence development

and execution.

Successfully led multiple corporate strategic and operational initiatives -

building businesses & business plans; cost management; organizational and

change management; executive, operational and Board reporting; technology

and ERP; innovation solutions; client relation management; turn-around

management; and building, facilities, and infrastructure campaigns all

resulting in significant, immediate, and lasting value. Results driven,

innovative, and adaptive leader

Finance, Operations, Infrastructure and Operational Excellence - Developed

and implemented a corporate-wide Operational Excellence Program (OEP) to

improve and sustain the financial, operational, and organizational health

of the corporation. The OEP is focused on - improving and realigning

business processes and reallocating human capital; sustained cost

management; improved budget systems and cash and capital management;

implementing repeatable models; leveraging ubiquitous platforms; reducing

complexity and establishing concrete, simple goals; and rapid delivery of

business critical reports

. Operational Excellence Program Results - OEP generated the following

results: reduced annual infrastructure costs up to 15%; reduced staff in

corporate support groups to as much as 18%; lowered fringe benefit rates

up to 17% while improving employee benefits; improved and sustained

operating cash flow up to 50%; increased revenue by 10% by identifying new

sources of revenue; and improved profitability up to 6%. Additionally,

reduced the monthly close process by up to 50% (7 days); while delivering

management reports 70% faster

. Internal R&D Investment Portfolio Program - Established and implemented

an internal R&D investment program by using a set of defined goals;

aligning R&D opportunities with organization strategy; quarterly reviews

to assess 90 day performance and project 90 day goals; re-allocate

resources; and use an investment portfolio approach for decision making.

This approach ensures internal funds are closely aligned with corporate

strategy

Management and Financial Reports and Dashboards - Developed and implemented

a dynamic, integrated, and agile reporting platform to deliver timely

business critical operational and financial reports and analytics by

leveraging accounting, financial, human capital, and IT systems. Reports

and Dashboards delivered via SharePoint or similar platform to managers for

improved decision making; corporate performance; resource allocation and

management; and organization strategy. Established common financial and

operational definitions, built a disciplined financial framework and

redesigned reports based on the organization's economic engine and

essential key business drivers

. Report Analytics Platform - This approach reduced number of monthly

reports by 50% to 90%; delivered business critical reports 30% (7 days) to

50% (5 days) faster; reduced duplicate efforts and resources by 25%;

integrated all key business drivers on single management report; and

improved management decision making and resource allocations by delivering

reports in the first week of the month

Cash and Capital Management - Implemented a Cash Management program to

ensure cash is leveraged as a critical corporate resource, measured as a

business critical metric, and managed to address cash requirements in

varying economic conditions. This integrated Cash Management program

accelerates capital through the accounting system and operations - this is

accomplished by engaging clients, vendors, banks, employees, and leveraging

systems. This approach resulted in reducing the average invoice collection

period by 30% to 50%; reduced financing costs by 75%; improved corporate

cash position from 25% to 50%; and Return on Invested Capital

. Cash Models and Forecasts - Built and implemented Source and Use forecast

tool and a cash Stress Test model to forecast cash from 1 - 5 years,

testing organizational resiliency under varying economic environments -

assessed required cash resources to manage immediate and long term

operations and capital projects in both downturn and growth scenarios, as

well building a foundation for contingency planning. This approach

resulted in funding a major building construction project with existing

cash resources and a line of credit, while reducing financing costs by 50%

. Bank Relationships - Successfully negotiated several bank lines of credit

to manage projected operating cash requirements and capital, facilities,

retirement plans, and building construction cash requirements, while

leveraging favorable interest rates and reducing fees by 50%

. Financing: Standard & Poor's Bond Rating and SWAP - Led several

successful initiatives in attaining investment grade Bond Ratings, both AA-

and Stable Outlook by preparing the financial and operations report and

presentation for the S&P team. Also, managed $60M Tax-Exempt Bond SWAP

Budget Process - Redesigned annual budget process reducing preparation time

by up to three (3) months, while identifying business critical metrics and

significantly improving operational performance resulting in actual costs

achieving 99% of the annual Budget. The redesigned budget approach

establishes a framework for both sides of the budget equation - revenue and

costs, as well as identifying the minimal operating level of costs. This

approach ensures for sustained cost transformation, by addressing issues at

the points where operations and administration intersect, eliminate

duplicate resources, and drive down overhead costs and ensuring that cost

management is a core skill of all levels of management

Sustained Cost Management and Improved Organizational Performance - Led

corporate initiatives to manage and reduce costs, while continuing to

improve overall performance by re-configuring administrative programs and

resources - focused on sustained cost management transformation as a key

differentiator, by improving resource allocation, process and plan re-

designs, and investing resources in core organizational skills and programs

. Cost Management Results - reduced annual indirect and infrastructure

costs from 5% to 15%; reduced corporate support staff by 9% to 18%

reducing overhead costs, while improving the Monthly Closing process by

30% to 50% and the time to distribute meaningful reports to managers was

improved by 50%

. Fringe Benefit Design - Established a three (3) year Fringe Benefit Plan

design, established annual targets and implemented specific benefit design

changes to accomplish the plan. Reduced Fringe Benefit rates from two (2)

to 17 points by re-aligning Healthcare plans; implementing High Deductible

Health Care plans; managing paid absences and holidays; and negotiating

with vendors

Enterprise Accounting, Financial, HR, Workflow, and IT Systems & Platforms

- Successfully led several cross-functional teams in the integration of new

and upgraded systems on multiple platforms and integrating with MS

SharePoint

. Systems - Deltek (GCS & CP), Budget & Planning, Time & Expense; MS

Dynamics; Jamis & UUNet Time Management; ADP & Ceridian; Oracle

Financials; Ceridian Benefits Platform; Salesforce; PeopleSoft and

multiple procurement systems and procurement cards. Developed reports and

workflow processes on MS SharePoint platform

Enterprise Risk Management (ERM) - Implemented an ERM Committee to identify

risks and integrate risk profiles using a value-focused approach into the

strategic, investment, and business decision making process. Developed and

presented reports to CEO, Management, Banks, Rating Agencies (S&P), and to

the Audit Committee

. ERM Platform - Built tracking management web-based tool to identify and

assess organizational risks, assigned a two-tiered value and tracked risks

and opportunities on a Risk Heat Map to easily identify changes and risk

direction

. Integrated Risk - Integrated the Corporate Insurance program with the

ERM to further mitigate organizational risks

Facilities, Building, Space Management, and Sustainability - Led the

planning of three (3) significant new building projects - 1) led a new,

153,000 sf headquarters, LEED certified Silver building project and

initiated an innovative design to reduce office space by 14% and saving $1M

annually, while increasing the amount of collaborative space; 2) led the

construction of a 20,000 sf LEED certified Silver laboratory; 3) led

planning of 300,000 sf research building.

Sustainability Commitment - Led sustainability task force and multiple

sustainability programs to include new building LEED certifications; Wind

Turbine initiative; and several programs at multiple organizations, to

include - lowering costs and improving employee and local community

relationships

Investment Management: Endowment and Retirement Plans - Managed $400M

Endowment and $300M Retirement Trust; realized a 12 month trailing

performance of 23%, placing the portfolio in the top 25% of its peer group;

and co-managed a $2B Portfolio

. Retirement Plan - In addition to managing the portfolios, successfully

transitioned a Retirement Plan from a Defined Retirement Benefit Plan to a

Defined Retirement Contribution Plan in the first five (5) months as CFO

at WHOI. This was accomplished through developing Institution-wide

educational and financial counseling programs; providing an organization

specific retirement platform; and providing new retirement tools for

employees

. Expense Ratios and Fees - Served as Retirement Plan Chairperson for

several Plans, reduced investment fund expense ratios resulting in a $600K

refund from Plan Providers which lowered on-going costs to Plan

Participants

Audits, Indirect Rate Negotiation, Regulatory Compliance - Successfully

managed over 100 external, internal, and government audits (SAS 70, A133,

A122, A110); manage and negotiate annual indirect rates; and ensure

compliance with GAAP, FASB, GASB, FAR, CAS, DCAA and ERISA regulations

Human Resources and Organization Relations - Developed a Total Compensation

Program for both exempt and non-exempt staff, improved employee benefits

and aligned salaries with industry benchmarks. Also Re-designed the annual

performance appraisal form and process; and improved the On-Boarding and

Off-Boarding processes

Technology Transfer Office (TTO) - Implemented a successful TTO. Increasing

annual Disclosures by 500%; increased licensing revenue by 100%; developed

monthly newsletter; and reduced legal fees

Strategic Initiatives, Planning, and Framework - Developed and executed

strategic plans and investment framework used to assess the organization

resources and expansion opportunities nationally and internationally

. Strategic Planning - Led strategic initiatives with scientists and

research staff for multiple organizations and develop long term strategic

plans

. Business Plans - Led developing new engineering services and products for

global ocean engineering market. Led new business plan for Analytical

DOD/Intel arena and environmental lines of business

Board Relations and Governance - Corporate Executive for eight (8) standing

Board Committees - Audit; Finance; Investment; Retirement Trust; Strategic;

Business Development; Technical Transfer/Intellectual Property; and Real

Property. Developed new Board Committees with report packages and developed

Board Intranet to deliver Board reports and business critical information.

Authored the Investment Committee Charter and Investment Guidelines; edited

the Audit Committee Charter, Finance Committee Charter, and Governance and

Ethics Committee Charter

Career Highlights - Summary of Career, Accomplishments & Executive Level

Positions 1994 - 2013

Summary - Summary - Led and Implemented operational excellence and quality

improvement initiatives; multiple Accounting, Financial and HR systems;

designed products to improve market share and revenue; led initiative to

build analytic and reporting platform; realigned organizational resources;

designed cash management systems improving cash by 50%; managed multiple

investment and retirement trust portfolios up to $2B; managed subsidiaries;

developed service centers; led several real estate projects; and built high-

performance, resilient organizations, and entrepreneur

Founder & CEO

I Read Too.org and Are Your Genes Green.org Ashburn, VA

Summary (2013 - Present) - I Read Too.Org is a not for profit web platform

designed to encourage young children to read both on-line and hardcopy

books. The website also accepts self-published books; however books are

only accepted via an expert review. The on-line books are also audible for

hard of hearing children and parents.

Are Your Genes Green.Org, also a not-for-profit is both and an app and

website integrating the new Sustainability Accounting Standards Board

(SASB) criteria with social media input to assess a company's

sustainability - it combines both social media feedback, SASB, the type of

company, and location to deliver a list of sustainable companies to the

user, allowing one to make consumer choices based on their Sustainability

Tolerance

Senior Vice President, Chief Financial Officer, and Treasurer

CNA Alexandria, VA

Summary (2011 - 2013) - SVP, CFO, and Treasurer for CNA, a defense research

company - $130M in Revenue. Developing and executing a Financial and

Operational business model to align with the organization's strategic

research programs, new business investments, and initiatives as well as

client near and long term requirements. Initiated an Operational Excellence

Program to address several critical operational and financial business,

client, and vendor requirements. Chairperson of the Retirement Committee;

as well as a Member of several governance and operational committees

Chief Financial Officer, Vice President Finance and Administration

Woods Hole Oceanographic Institution Woods Hole, MA

Summary (2009 - 2011) - CFO, Vice President, Finance and Administration for

Woods Hole Oceanographic Institution (WHOI) and affiliated commercial

organizations - $230M revenue. WHOI is the largest oceanographic research

and engineering organization in the world; consisting of multiple campuses,

144 acres, 720,000 square feet, 35 buildings, seven (7) labs, engineering

fabrication facility and machine shop to support ocean engineering programs

and four (4) ocean going ships. Responsible for developing and executing a

Financial and Operational business model to align with the organization's

strategic scientific and engineering programs and initiatives as well as

the client's near and long term requirements

Chief Financial Officer

Wisconsin Research Foundation and Affiliates Madison, WI

Summary (2007 - 2009) - CFO for Wisconsin Alumni Research Foundation and

affiliated organizations; WiCell, WiSys, Morgridge Institute for Research,

and 40 Start-up companies with revenues of $200M with domestic and

international operations. Managed Finance, Accounting, Budgeting, IT,

Contracts, Human Resources, and Facilities. Worked closely with world class

university scientists managing multiple programs and Labs. Co-managed of

$2B Investment portfolio

EVP, Chief Operating Officer and Chief Financial Officer

FPMI (2003 - 2007) Huntsville, AL

Summary - Government contractor with multiple locations (Huntsville & Arab,

AL and Washington, DC) and government clients. Led a successful turnaround

situation and assumed CFO role in first week of employment

Senior Vice President, Chief Operating Officer

Vistronix, Inc McLean, VA

Summary (1998 - 2003) - Government contractor with multiple government

clients; developed software products and expanded market share and revenue

Co-Founder, COO & Vice President, Professional Services & Consulting

I02Group and Global Internet Solutions McLean, VA

Summary (1998 - 1998)- iO2Group, Inc, a self-funded, Telecommunications and

ASP consulting solutions firm, successfully acquired by a larger, global

telecommunications firm in 1998 - Responsible for Operations, Finance,

Product Development & Marketing building a Global Application

Infrastructure Provider; & the Global Application Intelligent Network

(GAINTM)

Vice President of Finance and Treasurer

The MITRE Corporation McLean, VA and Bedford, MA

Summary (executive positions: 1994 - 1998) - Employed at The MITRE

Corporation, working in finance, accounting, program office, and operations

progressing into various leadership positions and being promoted to an

executive position, Vice President, Finance. Executive in charge of finance

and treasury for a global $1.4B system engineering firm focused on national

security for DOD, Intelligence, Aviation, and Civilian agencies.

Implemented operational excellence programs, reporting systems, leveraging

technology, and realigning organizational resources to drive and ensure for

improved performance

Education and Interests

MBA, Finance Lesley College - Summa Cum Laude: Top 1%

Bachelor of Science St Anselm College - Cum Laude: Top 5%

Dartmouth College, Executive Leadership Tuck School of Business

Stanford University, Financial Management Program Graduate School of

Business

Columbia University, Corporate Valuation Graduate School of

Business

Kearns Performing Arts Project - surviving and living with cancer 1999 -

Present

Board Member - A not-for-profit (501(c)3), independent, international

performing arts company focused on the challenges of fighting, surviving

and living with cancer

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