Summary
Founder, CEO and COO of two
venture-backed technology companies,
raised $11.5 million capital. Highly
skilled extending limited resources to
successfully accomplish tasks at hand.
COO of $30 million enterprise software
company. Reorganized, cut costs and
streamlined company improving
profitability. Served as CFO of start-up
division of major shipping company.
Implemented cost control and management
reporting systems that enabled firm to
grow from zero to $60 million run rate
in thirty months. 35 years of
initiation, innovation and
implementation of business strategies
and cost control measures. CPA.
Experience
2001 -
present Emmons & Co, P.C
Public Accounting and Management
Consulting Practice: Bringing over 35
years of diverse business experience to
a variety of projects to solve problems
facing business owners.
Founder
Responsibilities: Provide practical
solutions and implementation help for
business problems. Utilize my business
experience and education assisting
entrepreneurs solve business challenges
they face as they pass through the seven
business life cycles.
·
Identified business and human resource
issues related to Succession Planning
Process. Defined alternatives,
recommended an action plan and trained
client to implement the process.
·
Led a recovery project for a poorly
planned enterprise software conversion.
Analyzed new system, mapped old
processes to new procedures and trained
client personnel. Returned client to
normal month end closing process.
·
Used my unique combination of skills
serving as temporary COO/ CFO.
Implemented new suppliers restored
vendor/customer relationships,
implemented enterprise software solution
and developed new banking relationship.
·
Lead facilitator for eleven-week Kaufman
Foundation FastTracTM Planning Seminar for Terry Neese Center for
Entrepreneurial Excellence. Provide
specific training to prepare owners of
various sized businesses move their
venture to the next level. Graduated 25
entrepreneurs from the spring session.
2000 - 2001
Mywebcast.net, Inc.
Start up: Application Service Provider
delivering self-service webcasting
communication software and
infrastructure to enterprise
marketplace.
Co-Founder, President, CEO
Responsibilities: Reported to / member
of the Board of Directors. Responsible
for leadership and overall
implementation of business strategy.
Direct reports 6, indirect reports, 24.
·
Provided leadership and vision from
concept through start up of operation
·
Raised $5.5 million Series A venture
capital within 75 days of start up
·
Hired 5 Vice President level executives
during the first 120 days, growing the
company to 30 total employees
·
Delivered core technology and
infrastructure during the first 90 days,
on time and within $1.5 million budget
·
Repositioned Company to be a technology
company with April, 01 technology
recession, reduced company to 10
employees
·
Carefully managed limited capital to
extend initial funding from 7 to 18
months
·
Negotiated strategic alliances and
multiple technology licenses positioning
Company for acquisition
1996 -
2000 webcasts.com/iBeam
Start-Up: Internet webcasting software
and professional services business. 369
days from close of Series A funding
through sale to and IPO of iBeam
Broadcasting Corp. (NASDAQ: IBEM).
Delivered first webcast of ACC Men’s
Basketball Tournament in 1999.
Co-Founder, COO
Responsibilities: Reported to CEO,
member of the Board of Directors.
Responsible for day-to-day operations.
Direct reports 5, indirect reports 39
·
Took initial investment of 20k plus $6
million in venture funding, built and
sold Company for stock valued in excess
of $100 million within 4 years
·
Responsible for delivery of all products
and services, from start up through sale
of company
·
Implemented process and controls to
deliver quality products to Bristol
Meyers Squibb, AOL, Republican National
Committee, Enron, AT&T, and Lotus
·
Responsible for integration of Rock
Island Group (25 employees, $2.4 million
in revenues) after webcasts.com
acquisition in October, 1999
·
Skilled at recognizing talent within
people and developing their skills to
accomplish business goals
1992
-
1996
Innovative Computing Corp.
Wholly owned
Westinghouse subsidiary: Largest
software and professional services
provider of enterprise software to the
truck transportation industry.
Chief Operating Officer
Responsibilities: Reported to President.
Responsible for technology development
and delivery of all products and
services. Direct reports 8, indirect
reports, 105
·
Responsible for re-engineering a
25-year-old company that had outgrown
its structure and processes and returned
organization to profitability, reduced
number of departments by one third
·
Improved customer satisfaction, 72% of
sales came from existing customers
·
Strengthened management principles and
processes resulting in 82% increase in
developer productivity, decreased
warranty work by 64% and delivered gross
margins of 48% in service departments
·
Member of $1 million plus sales team.
Team delivered 3 sales in 1993, total
value $5.4 million, two sales in 1995,
total $4.4 million
1987
-
1992
APL
153-year-old
international shipping firm providing
inter-modal transportation (ships, stack
trains, trucks) from/to the Pacific rim
throughout North America. Annual
revenues of $2.5 billion at time of
acquisition by NOL.
Regional Director, Controller
Responsibilities: Directed accounting,
reporting, administration and
information technology functions. Direct
reports 6, indirect reports, 79. Served
in four senior management positions at
different divisions. Reported to
President/Vice President in each
position: CFO for start up
trucking division (implemented
enterprise software solution in 120
days), CFO for Automotive
Transport Group (largest supplier of
inter-modal services to GM and Ford) andDirector of Financial Systems and
Processes
·
Directed Company wide accounts payable
(approximately $2 billion per year),
payrolls (2,300 worldwide employees),
and revenue accounting for stack train
and government services, served as Chief
Accounting Officer for 85-person
financial service unit.
·
Rebuilt the relationship between
management and the bargaining unit
employees by removing communication and
perception barriers. Only management
employee ever voted, Employee of the
Month by employees
·
Redeployed 9 employees to other
positions within the Company.
·
Cut departmental costs by 18% in 1992
and Company costs 28% in 1987
·
Improved successful completion of
targeted action plans by 49%
1975
-
1987
Arrow Trucking Co.
General commodity / flatbed trucking
company. Has grown from 80 lease
operators in 1975 to over 1,500 Company
owned and lease operator units today.
Chief Financial Officer
Responsibilities: Reported to President.
Responsible for accounting, finance,
administration and information
technology. Direct reports 5, indirect
reports, 24.
·
Responsible for accounting, financial,
administrative, insurance and data
processing functions for $45 million
company
·
Directed and coordinated complete data
processing conversion of all
administrative and operational functions
to an enterprise solution
·
Project lead for all major purchases of
rolling stock, buildings and equipment
·
Developed and implemented cost control
strategy to thrive during 81 oil
industry recession
1971
-
1975 Arthur Andersen & Co.
International Accounting Firm.
Senior Auditor – Regulated Industries
Responsibilities: Reported to Regulated
Industry Partners. Responsible for
planning, execution and administration
of numerous large audits and public
financing transactions.
·
Senior in charge of Kansas City School
District first time through audit.
3,000-hour project delivered on time and
within budget.
·
Directed SEC review work of three public
financing transactions for Kansas City
Power and Light
·
Experience included the review and
improvement of accounting and
operational systems as well as planning,
organization and execution of a wide
variety of client engagements
Education
MBA
Candidate -
Oklahoma City University
BS-BA
Accounting -
University of Northern Colorado
