208-***-****

DAVID R. COLLINS

MBA, MSA, CMA

abme7k@r.postjobfree.com

Master of Science of Accountancy MSA Accounting Boise State University Boise, ID

Master of Business Administration MBA Finance Willamette University Salem, OR

Bachelor of Arts History Brigham Young University Provo, UT

Certified Management Accountant CMA Certified Public Accountant CPA anticipated fall 2010

SUMMARY OF EXPERIENCE

AVALAUNCH CONSULTING, LLC, Las Vegas, NV 2001 to 2010

CHIEF FINANCIAL OFFICER: Partner with owners, CEOs, and private-equity groups as CFO, with a singular focus on accelerating business performance to create more value via turnaround and strategic growth goals, examples:

1. Stabilized troubled investment by collaborating with legal team to ensure a positive relationship with state and local government through turn around period, negotiated guarantees for the expedient renewal of all permits and impact study’s, and granted significant credits to offset future project costs released $5.89 million from reserves liability and netting a dollar for dollar credit of $11.9 million.

2. Chaired a team and within eight months tirelessly reconstructed historical data, gathered industry and economic forecast data, and formulated a clear and decisive business plan with multiple contingencies and re-opened negotiations with banks, and equity partners secured additional debt and equity financing of $10.5 and $4.5 million respectively; total debt and equity financed $140.5 and $36.1 million.

3. Directed the implementation of an integrated project management and accounting system that allowed for cross-functional team-work that shortened cycle and increased the accuracy of receivables/payables reduced receivable turnover by an average of 60%, and successfully erased write-off losses attributed to clerical errors from 35% to zero.

4. Assembled a high caliber team consisting of external and internal personnel to propose and implement a plan that was efficient and effective in monitoring billings, and curtailed costs recaptured $13.9 million in unauthorized payables, reduced non-operating expenses by $1.6 million and commissions by 1% or $1.9 mil-lion with total expected EVA of $2.01 million at 11.8% cost of capital.

5. Engineered a forecast using multiple regression analysis and probability models, and negotiated with creditors shed $40 million in debt and delayed repayment $45.5+ million at face value.

6. Orchestrated negotiations with creditor and resolved compliance issues. Systematized AICPA internal audit procedures and demonstrated solvency with improved receivables collection, and disciplined cash management strengthened relationship with lender, maintained access to $500,000, and satisfied all compliance issues in 90 days.

7. Consolidated four companies, merged three offices, slashed accounting, administrative and IT headcount 59%, and G&A expenditures resulting in a $2.82 million loss to profit swing.

8. Secured additional $700,000 financing for the expansion of lease program that guaranteed top tier inventory package grew operating income by 245% to $700,000 in six months and generated $172,800 free cash flow annually.

9. Established control loop budgeting and established cost containment policies and procedures based on the Value Chain model increased aggregate contribution margin by 13%; $3.5 million annually.

10. Conceptualized a road map to compliance for a 160 acre not-for-profit wildlife refuge and successfully negotiated buy-in for concessions from all regulatory agencies and consultants resulted in a major improvement of the compliance schedule by 25% and balanced budget with reduced costs of $267,000.

11. Reshaped company management and replaced non-qualified employees restored a team unity throughout the company and increased EBIT by $415,000 annually through job consolidations.

12. Streamlined company financial objectives and clearly targeted goals, and tactical plans and milestones namely balanced budget, regained lender and investor trust and obtained additional financing, and stopped all unnecessary spending with internal controls.

13. Energized company environment and empowered employees by establishing critical success factors aligned with company goals leading to employee initiative that increased operating income by $450,000.

14. Designed EOQ and simulation modeling to estimate necessary funds required through rebuilding period optimal and average monthly cash balance $110,175 and $55,587 respectively.

15. Launched the first company integrated metric reporting system and initiated financial and operational performance reviews leading to early correction of unfavorable variances, and uncovered $65,000 suppler/vendor savings.

16. Overhauled struggling management and stepped in with full operational and financial control stopped a cash burn rate of $584,000 a month.

KQ CORPORATION, Salt Lake City, UT 1999 to 2001

DIRECTOR OF SIMULATION DIVISION: Responsibilities included the development of division annual operating/financial plans and analysis, and review of overall division performance. Facilitated the strategic operational and financial planning process for the CEO & CFO and conducted Q&A audits.

1. Masterminded the first in-depth strategic plan to analyze new market opportunities, barriers to entry and required capital, achieved an aggressive expansion strategy resulted in a 3 year $12.5 million sales agreement and first division year gross revenue of $2.25 million.

2. Spearheaded a quality control task force that revamped Q&A protocol, virtually eliminated product repair and service calls avoided potential expenditure of $150,000.

3. Commended by CEO for improving companies credibility and strengthening relationships with supplier through frequent and honest communications.

PREVIOUS EMPLOYMENT Oremet-Wah Chang (1997 to 1999) Teacher (1994 to 1997)

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