Currently offering financial, operational and management consulting services for small to mid-size businesses and keeping an eye out for a challenging new Financial position. Consulting specialities include M&A related due diligence and acquisition integration, budgeting, financial analysis and reporting, business process improvement, and system/application selection and coordination of implementation/integration.

Worked closely with the CEO and lead the due diligence for two equity financings which closed for a total of $2M with a strategic investor in December 2006 and $15M with a new venture‐backed investor in July 2009. • Worked closely with new CEO on re‐building of the executive team, prioritization of issues and creation of the strategic planning to address the revenues, costs, infrastructure, and company culture. Played a vital role in implementation of the strategic plan which was the foundation to the new investment and securing of strategic customer, reseller and distribution relationships. • Lead internal committees to address accounting, finance, legal, sales and operational infrastructure (business systems, processes and procedures) needs identification, specifications, selection and implementation. • Completely re‐staffed and stabilized the finance, accounting, contracts and human resource department. Addressed significant changes in GAAP accounting required for new lines of business. • Partnered with operations and R&D to reduce personnel costs with the outsourcing of various company functions. As a result the company was able to reduce headcount from 170 to 80 between 2006 and 2009. • With overall responsibility for contracts, worked diligently to create new contracts to streamline and standardize forms to reduce the sales and business development cycle, mitigate risk, substantiate revenue recognition and advance invoicing and support a wide variety of new contractual relationships with resellers, distributors, partnerships, customers and subscribers.

Responsible for finance, accounting, human resources, legal, investor relations, risk management, facilities, travel and office administration; supervised management and staff (totaling 9) • Worked with strategic and venture‐backed investors, board of directors and outside council in negotiations to restructure equity and providing financing totaling $38M in 2004 & 2005. Restructure included implementation of an executive and employee incentive plan to address employee retention and morale. • Worked closely with the CFO and CEO on strategic planning, acquisition due diligence and analysis and a future expansion of the Company internationally. Participated in the successful negotiation of exclusive licensing of technology which is the basis of new products to be launched in Q1 2006 and positioned as the industry’s price leader of such technology. • Financially guided Company through the worst economic downturn suffered by the telecommunications industry with the implementation of budgetary and cost control measures; these resulted in reduced gross cash burn year over year from 2002 through 2005. Most significant decrease $8 million in 2002. • Diligently operated Company within 3%, 2%, and 1% the board‐approved budget for fiscal 2003 through 2005. • Presented at Board of Directors meetings and managed the Audit Committee. Served as Secretary and managed all of the corporate records and communications to shareholders. • Renegotiated real estate leases in Richardson & Austin, TX resulting in reduction of leased space and rental rates by 50%, providing $1.5M in annual savings and additional tenant improvements for existing space. • Successfully lead negotiation of major OEM/Reseller agreements (companies of all sizes including a Fortune 500 company), which resulted in 55% of 2005 revenues and 44% of 2006 forecasted revenues. • Implemented GAAP software revenue recognition policies and procedures, providing the basis to recognize approximately $2.8M of deferred revenue in 2004 and timely recognition of revenue for future periods. • Tight management of assets with 100% of accounts receivable collected from 2001 through 2005. Managed DSO’s to approx. 50 days; significantly under industry average of approx 75 days.

"GENBAND is a leading worldwide supplier of next-generation IP gateways, session border controllers and FMC security solutions. Fixed and mobile network operators around the world rely on GENBAND’s high-performance, high-security gateway solutions to enhance, secure and evolve their communications networks. "

Responsible for financial and SEC reporting, general ledger, fixed assets, chargeback/credit card disputes and fraud, accounts payable and archives; supervised management and staff (totaling 45) • Assisted in the final stages of the Company’s $86.4M IPO in 2000, primarily preparing presentations and finalizing the S‐1. Drafted and issued most financial components and MD&A of the Company’s first 10‐Q. • Streamlined the management of the Company’s cash flow through the conversion of banking relationships. For the first time all cash transfers, investing activities and other banking features could be accessed, managed and processed on‐line. • Implemented imaging software and devices reducing storage costs and space, personnel costs and increased accessibility of all Company documents. • Tested and implemented an internally developed accounts payable system, primarily for hotel and hotelrelated payables that had been stalled due to issues since 1998. Results included better reporting and management tools, experiencing a reduction in complaints from vendors and a decrease of days outstanding from 90 days to 65 days. • Developed and implemented a detailed plan to restructure the accounts payable department. Plan included reorganization of shifts and processes, upgrading and training personnel, introduction of productivity and performance metrics and personnel compensation structure.

Responsible for financial and SEC reporting, general ledger, fixed assets, accounts payable and payroll functions; supervised management and staff (totaling 13); also managed for major projects such as the implementation, conversion and administration of new financial and budgeting systems, management of annual audits, and performance of due diligence on potential acquisitions. • Assisted in all aspects of the Company’s $216M IPO in 1998, including drafting the S‐1, working directly with attorneys, outside accountants, underwriters and executive management, and preparing presentations. • Lead financial due diligence on a $32M acquisition in March 1999. Managed the integration and accounting of formed and acquired subsidiaries, both foreign and domestic. • Conducted analysis of the accounting system needs and selected Oracle Financial Applications and Hyperion Essbase. Implemented and converted the general ledger, accounts payable, account receivable and fixed asset systems from four different systems. • Worked extensively with consultants to design and implement a budgeting system with cost center reporting capabilities (including ability to perform nested allocations) and develop an application for revenue and cost of sales reporting utilizing Essbase. • Transitioned the accounting and reporting to Honeywell and streamlined general ledger closing procedures to achieve a close in three working days.

Supervised staff (totaling 10) performing accounting and consulting services for 160 independently held distributorships. Responsibilities included strategic planning, budgeting, research, review, and training. • Developed and implemented a strategic plan to revitalize and retool all aspects of the department, resulting in $200K of increased annual department revenues within a two‐year period. • Lead preparation of software needs analysis and selection of software for both the department and our distributors. Supervised the general ledger and fixed asset software implementation and conversion of 250+ companies, in a 5‐month period. Five years of history was converted from three different accounting systems. • Developed data interfaces utilizing connectivity of the general ledger and fixed asset software, to eliminate the need for manual data entry of accounts payable, fixed assets, sales, accounts receivable and inventory transactions. Time savings of approximately 300 hours per month in financial statement preparation. • Developed new financial statement packages and management reports, including ratio analysis and demographics data, to meet distributor and executive management’s needs. • Prepared and conducted presentations and seminars of a biannual convention, distributor meetings, employee and distributor training and executive management.

Handled financial consulting and auditing of projects for clients in the real estate and financial services industries • Re‐established creditability for the firm with two major audit clients by delivering quality, responsive client services, which resulted in client retention producing $450K in annual fees. • Instrumental in developing and performing due diligence procedures for two new consulting clients, which resulted in six additional engagements creating revenues in excess of $175K. • Responsible for professional and technical development of audit and consulting staff achieved through handson training and mentoring. Prepared and presented several in‐house technical accounting & auditing courses.