James T.

Boutique CFO advisory practice providing fractional and interim finance leadership, transaction readiness, and ERP/transaction advisory to growth-stage and sponsor-backed companies.

• Advises growth-stage and sponsor-backed companies on M&A readiness, investor reporting, and capital structure optimization.
• Provides interim CFO coverage embedding quickly to stabilize finance operations and prepare companies for diligence or sale.
• Builds investor-grade financial models, data rooms, and transaction decks to accelerate M&A processes.
• Leads ERP selection support and short‑term implementation planning to close reporting gaps and enable scalable finance operations.
• Delivers board- and lender-ready reporting, cash forecasting, and KPI dashboards for executive teams and investors.

Multi-entity food import, manufacturing and distribution platform (importer/distributor with manufacturing plants and nationwide distribution operations).

• Scaled finance organization to support growth from mid-market to >$1B revenue and prepared the business for a platform sale.
• Increased company valuation by ~$300M and drove a 1,200% improvement in EBITDA through pricing, margin analytics and operating discipline.
• Secured and expanded financing capacity (secured $75M credit line, $24.5M real estate refinance, $10M equipment financing).
• Directed finance strategy for $1.5B+ in M&A activity; negotiated and structured key deals and originated an additional $300M in opportunities.
• Delivered $2.5M in cost savings and trimmed excess inventory by $2.5M via procurement, freight and inventory controls; reduced insurance and tax liabilities and cut external fees by 25%.
• Led ERP migration from AFSInet to SAP and implemented company-wide KPI dashboards, Margin Minder analytics and vendor food-safety/contract standardization across 27 legal entities.

Heavy civil and transportation infrastructure contractor focused on GC/CM projects, joint ventures and bonded work (heavy equipment fleet and project-based operations).

• Served as senior interim financial and strategy leader for a $330M backlog heavy civil contractor, leading finance, project controls, HR, insurance and investor relations.
• Secured $12M working capital and aided investor outreach to raise $20M+ subordinated debt to expand bonding capacity and support growth.
• Managed finance for multi-party joint ventures ($550M+ total), coordinating project cost accounting, field finance and JV partner reporting.
• Led diligence, financial modeling and LOI structuring for a $10M tuck‑in acquisition; co-developed updated procurement, subcontractor administration and project risk procedures.
• Implemented Viewpoint ERP controls, commitment tracking and new project close‑out templates to accelerate recovery and retention release times.
• Negotiated mortgage and equipment financing (e.g., $4M mortgage at 85% LTV; $5M equipment line) to fund headquarters, yard and fleet expansion.

Luxury residential homebuilder and advisor operating across select national markets with a focus on high‑end custom construction and client service.

• Led finance and operations stabilization for a multi‑state luxury residential construction firm—implementing stronger WIP controls, job costing and audit-ready processes.
• Managed corporate finance, tax, insurance, HR and IT to restore cash management and compliance across NY, CA and UT jurisdictions.
• Upgraded project costing and job‑cost systems and led bid selection and project review processes to align field controls with executive oversight.
• Redesigned client and subcontractor contract forms to reduce project risk and clarify terms, improving dispute resolution and change‑order recovery.
• Restructured insurance and benefits programs (15% cost reduction) and implemented S‑Corp tax strategies that delivered ~$1M in owner tax savings.
• Transitioned professional services vendors to reduce fees by ~33% while improving service quality.

Specialty infrastructure and union electrical contractor with multi-division operations, large bonding needs, and a focus on transit and public works projects.

• Led financial strategy through a $300M revenue expansion (merger with Five Star Electric), positioning the company as a market leader in union electrical and transit infrastructure.
• Restructured a $125M GC division to unlock ~$15M in cash via tighter controls, AR recovery and vendor discipline.
• Designed an intercreditor and bonding framework that scaled surety capacity to $1.4B+, enabling pursuit of large public works opportunities.
• Raised $55M in equity (including $17.5M from HNW investors) to fund growth and stabilize leverage.
• Directed diligence on a reverse merger and 12 acquisition targets; executed divestiture of a JV for a $7.5M realized gain.
• Implemented enterprise-wide budgeting, forecasting, risk management, project costing and contract administration frameworks; engineered a 15% reduction in total cost of risk via insurance and reinsurance strategies.

Specialty infrastructure contractor focused on electrical, transit and public works with experience in M&A, bonding and multi-entity finance.

• Provided senior financial leadership through aggressive growth, M&A and operational restructuring phases.
• Led merger-related integration work that supported a $300M revenue expansion and expanded market positioning.
• Built intercreditor and bonding structures to scale surety capacity and enabled pursuit of large public contracts.
• Raised growth capital and managed multiple JV relationships, including a divestiture that generated a realized gain.
• Implemented enterprise budgeting, forecasting, project costing and risk management frameworks across divisions to improve transparency and control.
• Oversaw technical accounting and compliance for complex M&A treatments and equity compensation.

Multi-region industrial services and heavy-transport contractor undergoing turnaround, performance improvement and strategic divestiture.

• Entered as CFO during an inflection/turnaround to restore performance across Northeast, Gulf Coast and Caribbean operations.
• Drove a 500% increase in EBITDA across core operating divisions through cost controls, pricing discipline and dispatch optimization.
• Improved gross margins by ~20% via bid process redesign, centralized PM accountability and tighter project setup controls.
• Reduced DSO by 35% and doubled billing efficiency through invoicing and collections process redesign, accelerating cash flow.
• Sourced and executed sale of three operating units in three transactions generating $165M in proceeds—full recovery plus a 33% premium to original valuation; delivered $7M in final distributions to owners.
• Integrated finance, operations, dispatch and contracts to support transaction execution and secure lender recovery.

Boutique strategic research & advisory firm serving information and technology clients, providing consulting and subscription research services.

• Served as CFO/COO and board member, professionalizing finance, operations and investor communications for a high-touch advisory firm.
• Engineered a successful investor exit and sale to Ideas International, maximizing valuation and creating a smooth transition.
• Lifted EBITDA 17% in one year by implementing structured project management, delivery processes and margin visibility.
• Grew qualified sales pipeline by 40% via a new direct marketing/CRM segmentation and lead-nurture program.
• Standardized cost controls, reporting and HR processes to increase operational efficiency while preserving a client‑centric service delivery model.
• Played a central role in board governance, investor relations and M&A readiness.

Vertical-market communications and events company operating in B2B media; experienced in licensing, digital development and M&A.

• Member of the executive committee and lead financial officer during a strategic growth and exit period.
• Played a key role in the company’s $917M sale to DLJ Merchant Banking, helping maximize shareholder value.
• Negotiated and closed ~$10M in development and licensing transactions supporting long‑term IP strategy and product roadmaps.
• Evaluated and prioritized ~37 acquisition/partnership opportunities through strategic fit and financial viability analysis.
• Owned SEC reporting and compliance during active M&A and capital structure transitions, ensuring smooth regulatory execution.
• Built finance capabilities to support business development, licensing and integration workstreams.

Large vertical-market media and events company (corporate-level finance leadership during growth and strategic exit activity).

• Member of the executive team during a strategic sale, supporting deal execution and shareholder value maximization.
• Played a direct role in the company’s $917M sale, including valuation, due diligence coordination and buyer transition support.
• Negotiated and structured ~$10M in development and licensing deals critical to the company’s IP and product roadmap.
• Evaluated dozens of acquisition and partnership opportunities to support inorganic growth plans.
• Directed SEC reporting and compliance throughout M&A activity and capital structure changes, maintaining strong governance and investor communications.

Independent music company and entertainment operations (record label, publishing and artist management) with experience scaling artist-driven businesses and preparing for public offerings.

• Served as CFO/EVP Operations and board member across high‑growth entertainment ventures and digital retail platforms.
• Co-led CDNow board and S‑1 preparation through a $100M IPO and managed related SEC reporting and compliance.
• Scaled Wind‑up Records to ~$75M in revenue and ~30% EBITDA by implementing operational discipline and capital efficiency.
• Co‑negotiated licensing, distribution and partnership agreements to expand market reach and monetization channels.
• Built a proprietary cost‑intelligence model linking 100+ marketing spend line items across 98 DMAs to airplay and sales ROI, improving marketing allocation and margin performance.
• Led analysis of 23 potential roll-ups, JV and acquisition targets to support an aggressive consolidation/growth agenda.

Healthcare media and publishing company involved in early digital platform development and medical content/education distribution.

• Served as CFO/VP Strategy during a period of digital transformation and platform creation.
• Co‑developed the original business plan and operating model for Medscape, laying early groundwork for a leading digital health platform.
• Structured joint ventures and content partnerships with major industry players (Reed Elsevier, Times Mirror, Jobson, PMSI) to accelerate reach and monetization.
• Led M&A activity including negotiation and integration of ~$5M in medical journal acquisitions to broaden vertical expertise and recurring revenue.
• Evaluated leveraged buyout structures and capital stack alternatives in discussions with private equity investors.
• Built a national finders network and supported an acquisition credit facility that enabled rapid scale (quadrupling company size by 1998).

Global diversified services holding company (NYSE-listed) providing mechanical, electrical, telecom and facilities contracting across multiple international divisions.

• Directed accounting, finance and operational strategy across eight global divisions ranging from $25M–$300M revenue.
• Spearheaded sale, structuring and operationalization of a $375M, 10‑year total facilities management agreement that delivered 20% client cost reduction and $8.1M positive cash flow in year one.
• Partnered on turnarounds for four underperforming construction businesses (collective $35M TTM loss), restoring profitability and positive cash flow within 12 months.
• Led diligence on 18 construction-sector acquisition targets and closed/integrated three strategic transactions.
• Co‑developed enterprise estimating and project cost control systems supporting a $500M U.K. division and managed multinational budgeting/forecasting and FX exposure.
• Worked on international financial reporting and SEC/IFRS compliance while based in the U.K. for four years.

Global consumer products and direct seller (large cosmetics and personal care company) with manufacturing and distribution operations.

• Managed operational accounting and profit planning for U.S. manufacturing and distribution—overseeing five manufacturing sites and three distribution centers.
• Supervised and developed a 22-person team responsible for production accounting, cost control and reporting.
• Implemented new Distribution and Manufacturing Requirements Planning (MRP) systems and a standardized costing system to improve supply chain and margin visibility.
• Supported launch of contract packaging, prestige fragrance and import businesses, improving product mix and margin capture.
• Identified and executed LIFO costing changes that saved ~$5M in taxes.
• Contributed to SEC reporting and large-scale consolidation activities across multiple entities.

EY (Ernst & Young) — global professional services firm providing assurance, tax, transaction and consulting services.

• Member of a specialized audit SWAT team handling complex financial audits across manufacturing, distribution, high‑tech, communications and real estate sectors.
• Led field teams on 12 audits of publicly held companies, supporting four IPO engagements and multiple acquisition reviews.
• Prepared and reviewed SEC filings and disclosures, including Forms 10‑K, 10‑Q, DEF 14A, S‑1 and S‑3.
• Performed technical accounting reviews and supported clients through IPO readiness and M&A due diligence processes.
• Built strong control and audit documentation practices for high‑risk, multi‑entity engagements.