Projects
Steered comprehensive reorganization as $100M Residential Solar EPC, establishing Supply Chain, HR, and IT departments. Developed and implemented a continuous process improvement plan, standardizing protocols from order to cash.
Enhanced revenue recognition and operational KPI reporting. Recruited a permanent, on-site CFO to maintain continuity in leadership. Led strategic planning process, engaging 30 company leaders in offsite sessions to align departmental budgets and KPIs with corporate objectives, fostering a culture of commitment to long-term goals.
Established the Office of Corporate Counsel, focusing on risk mitigation and contract management, which significantly reduced legal expenditures.
The client is a digital advertising agency that designs and implements AI driven digital marketing plans and manages the entire media buying on include bid pricing on programmatic changes, CTV, and DOOH.
We established and maintain robust back-office operations for a SaaS marketing platform, ensuring seamless processing of customer funds and programmatic exchange orders. We develop and document comprehensive financial and operational standard operating procedures (SOPs) to streamline company functions. We implemented coding schemes and initiated financial reporting structures to enhance transparency and efficiency.
The client was a holding company for marketing automation, eCommerce, logistics, and fulfillment. We drove product development through the deployment of a digital 1:1 marketing offering. Added $15 million in new annual revenue through new product development with a 40% margin increase. This effort was featured in the Xerox Annual Report
Deployed custom fulfillment line and QC process through RFID and barcode technologies developed in-house in less than 30 days. Added $3 million in new revenue by developing e- fulfillment process.
Created a new call center operation to facilitate growing fulfillment operation. Consolidated warehousing operations and implemented division-wide inventory and supply chain logistics and migrated to Sage ERP integrated with call center operations.
Saved $6 million annually by organizing independently acquired entities into the Marketing Services Division.
Consolidated multiple independent facilities in NY, NJ, CT, RI, MA, MO, WI, WA, CA, and Toronto.
Opened new regional operating facilities in MA, NJ, and Toronto and closed facilities in NY, CT, RI, and Montreal
Decreased IT cost $1.2 million through outsourced platform programming while moving a mainframe COBOL application to JAVA based platform. in this Public Company which we took private in a $75M deal