David Berlin, Finance Expert in Trabuco Canyon, CA, United States
David Berlin

Finance Expert in Trabuco Canyon, CA, United States

Member since September 23, 2016
David has served as a CFO at multiple private equity portfolio companies in the SaaS, manufacturing, and service sectors where he optimized revenue growth, profitability, and led acquisition initiatives. He has been a consultant since 2014 and leverages his skills in financial modeling, analysis, forecasting, M&A, and process enhancements to deliver value to his Toptal clients. He has an MBA from UCLA's Anderson School and is a CPA.
David is now available for hire

Career Highlights


Case studies

Other Expertise


  • Chief Financial Officer and Executive Finance Consultant

    2014 - PRESENT
    Brookseed Partners
    • Served as the interim vice president of finance for a private equity-backed software-as-a-service ("SaaS") business, learning fundamental business drivers, managing the financial staff, and optimizing reporting processes for the CEO, a former McKinsey consultant, and board members.
    • Developed customer and product-line profit estimation tools that enabled customer pricing adjustments and operational productivity improvement projects, driving a 20% improvement in gross margin.
    • Built financial models for internal projections and a $12 million equity and debt capital raise for an early-stage SaaS business.
    • Redesigned financial reporting, streamlined processes, and completed a sell-side M&A initiative for the exit of a SaaS business to a private equity fund.
    • Built and implemented a detailed operating model for a manufacturing company, optimizing $130 million of inventory and production levels for 27 plants.
    • Completed due diligence on multiple companies for private equity and other professional investment entities evaluating acquisitions.
    • Built leveraged buyout (LBO) and three-statement operating models for SaaS clients with complex revenue recognition policies and manufacturing clients with complicated inventory forecasting requirements.
    • Automated recurring reports for Financials, Customer Profitability, Board of Director Presentations from multiple data sources using macros and VBA.
    Focus areas: Customer Contribution Calculation, Revenue & Expense Projections, Recurring Revenue Modeling, MRP, Free Cash Flow (FCF), ROI, Metric Reporting, Reporting, LBO Modeling, Scenario Analysis, Long-range Plans, Spreadsheet Automation, Process Automation, Gross Profit Margin Growth, Profitability Analysis, Analysis, Microsoft PowerPoint, Microsoft Excel, QuickBooks ProAdvisor, NPV Calculation, DCF Valuation, Financial Modeling, Due Diligence, Mergers & Acquisitions (M&A), Strategic Planning & Execution, Budgeting, Forecasting, Financial Planning & Analysis (FP&A)
  • Chief Financial Officer

    2009 - 2014
    Learners Digest International
    • Identified an unprofitable business segment and led the divestment of the business line, improving EBITDA by $1.5 million per annum.
    • Created and oversaw strategic planning, quarterly forecasting, and annual budgeting processes that enabled the company to improve profits significantly.
    • Guided an executive committee that drove company direction and performance, resulting in a 60% and 100% increase in sales and profitability, respectively.
    • Negotiated a $15 million credit facility and managed the banking relationship to enhance the private equity fund's IRR.
    • Managed a staff of ten, enabling more effective reporting, forecasting, as well as lender and investor management.
    • Automated reporting of financials, division profitability, marketing program returns, and board of director presentations.
    Focus areas: Bank Covenants, Bank Debt Raises, Budgeting, Return on Invested Capital (ROIC), Dashboards, Key Performance Metrics, Board Reporting, Board Decks, Company Strategy, Private Equity, Board Presentations, Board of Directors, Strategy Planning, Management, Accounting, Mergers & Acquisitions (M&A), Financial Planning & Analysis (FP&A), Finance
  • Senior Director of Finance

    2006 - 2009
    Star Trac Fitness
    • Developed and presented recommendations on expansion and strategic reduction options for individual business units using projected returns on invested capital (ROIC) to the CEO.
    • Implemented business performance management (BPM) software to streamline worldwide financial consolidations, forecasting, analysis, and performance management processes. Reduced the financial close, budgeting, and forecasting timelines by several days.
    • Developed a forecast model actively manage expenses, capital assets, working capital, and debt financing to assure profitable growth and sustainable cash management for a rapidly growing business. The CEO and CFO utilized the model for scenario analysis and long-term planning while a summary of the model was used for board, lender, and investor communications.
    • Led a multi-department process improvement team to free $3.5 million of cash from working capital.
    • Implemented a new financial reporting system for improved visibility of product margins and expense drivers, resulting in $2 million of profit enhancements.
    • Automated excel scenario model, EVA model, and management reporting.
    Focus areas: DCF Valuation, ROI, Consolidated Reporting, Merger Integration, International Expansion, Reporting, NPV Calculation, Economic Value Added, Presentations, Return on Invested Capital (ROIC), Scenario Analysis, Modeling, Analysis, Business Performance Management (BPM), Host Analytics, Enterprise Resource Planning (ERP), Working Capital Management, Cash Flow Modeling, Forecasting, Budgeting, Financial Planning & Analysis (FP&A)
  • Senior Director of Finance

    2004 - 2006
    Beech Street
    • Developed a balanced scorecard allowing for improved interdepartmental communication, faster issue resolution time for executives, and increased focus within the organization on the achievement of corporate goals.
    • Identified an unprofitable product line, prompting a $720,000 expense reduction enabling segment-level profitability.
    • Reduced monthly financial statement closing and reporting processes from ten to four days.
    • Managed departments of 35 responsible for planning, forecasting, budgeting, product and market trend analysis, sales lead tracking, contracting, as well as accounting.
    • Represented the financial department in diligence that led to the sale of the business to a financial sponsor for $165 million.
    Focus areas: Mergers & Acquisitions (M&A), Monthly Close Process, Accounting, Profitability Analysis, Balance Scorecards, Presentations, Executive Presentations, Strategic Planning & Execution, Management, Controllership, Budgeting, Financial Planning & Analysis (FP&A)
  • Chief Financial Officer

    2002 - 2004
    Quality Imaging Products
    • Implemented a new financial reporting system for improved visibility of product margins and expense drivers.
    • Championed the redesign of sales representatives' incentive plans to reward sales of higher-margin products.
    • Improved working capital by negotiating longer terms with vendors, resulting in $700,000 of financing.
    • Managed controller, treasury, tax, purchasing, and inventory functions for a private equity-funded entity.
    • Prepared board materials and managed the board of director meetings.
    Focus areas: Board Presentations, Board of Directors, CFO, Sales Performance, Report Design, Customer Analysis, Product Line Analysis, Board Decks, Management, Strategic Planning & Execution, Inventory, Working Capital Management, Cash Flow, Budgeting, Forecasting, Controller, Finance, Financial Planning & Analysis (FP&A)
  • Corporate Controller

    2000 - 2002
    Paramount Farms
    • Led financial reporting, cost accounting, budgeting, taxes, payroll, cash management, and annual audit activities.
    • Consolidated and re-engineered the finance department to allow for improved productivity with a reduced staff.
    • Developed a cash flow forecast process to better predict and manage working capital requirements.
    • Completed due diligence and the integration of financial functions for the $50 million acquisition of a competitor.
    • Managed a staff of 20 responsible for financial accounting, cost accounting, bank compliance and relationships, financial reporting, taxes, and financial planning and analysis.
    Focus areas: Merger Integration, Mergers & Acquisitions (M&A), Standard Costing, Cost Management, Inventory Cost Accounting, Cost Accounting, Controllership, Management, Strategy Planning, Strategy, Finance Strategy, Financial Systems, Financial Data, Finance, Corporate Controller, Controller
  • Director of Operations, Planning and Logistics

    1995 - 2000
    Henry Company
    • Served as a strategic business analyst, assistant controller, and director of operations and planning, helping the organization grow from $100 million to $300 million in sales.
    • Developed customer and product contribution margin analysis that resulted in pricing, product consolidation, commission plans, marketing, inventory, and purchasing changes that significantly enhanced profitability.
    • Led the acquisition analysis as well as the subsequent operational, purchasing, finance and accounting integration for a completed merger.
    • Led the implementation of Epicor, an enterprise resource planning system (ERP), across the finance, accounting, operations, purchasing, inventory groups of three recently merged entities.
    • Developed a system for uniformly analyzing costs across three merged entities.
    Focus areas: Variable Costing, Customer Contribution Calculation, Key Performance Indicators (KPIs), Dashboards, Capital Budgeting, Presentations, Microsoft PowerPoint, Excel Reporting, Microsoft Access, CAPEX Budgeting & Inventory Management, Inventory Cost Accounting, Inventory Management, Operating Models, JD Edwards, Integrated Sales & Operational Planning, Post-Merger Integration, Software Integration, Integration, Customer Analysis, Variance Analysis, Process Modeling, Fixed Asset Management, Budgeting, Forecasting, Strategy Planning, Operations Finance, Logistics, Epicor, Enterprise Resource Planning (ERP), Inventory, Gross Margins, Margin Optimization, Marginal Costing, Contribution Margin Analysis, Controller, Financial Planning & Analysis (FP&A), Analysis, Mergers & Acquisitions (M&A), Merger Integration, Standard Costing


  • Master of Business Administration (MBA) degree in General Management
    1993 - 1995
    UCLA Anderson School of Management - Los Angeles, California
  • Bachelor's degree in Finance and Economics
    1989 - 1991
    New York University - New York, New York


  • Certified Public Accountant (CPA)
    JUNE 2004 - PRESENT
  • Certified Management Accountant (CMA)
    JANUARY 2000 - JANUARY 2002

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