David has modeled multiple successful asset acquisitions and development projections from $5 million to $100 million. He's worked in industries such as commercial real estate and financial services (Jupiter Realty & GE Commercial Finance), cable TV (Broadstripe & Cobridge), and health (TBG Development). His freelance focus is on financial projections for acquisition, startup pro forma, and operational projections.
Designed and prepared a pro-forma projection for an innovative startup online advertising company with projected five-year revenues of over $700 million.
Prepared projections for the construction and operation of a 40,000 GSF hospital-affiliated health and wellness center that encompassed fitness and integrated medical operations with $13 million in development costs, $3.5 million of equity investment, and five-year revenues of over $29 million. Equity was provided by the client, and the projection used debt financing for the remainder of the development cost.
Prepared the startup projections for an experience economy focused wellness company with three-year total revenues of over $30 million and $2 million of capital investment. The model was used to determine project feasibility and obtain debt financing.
Developed operating projections for a startup wellness equipment manufacturer with $2.5 million in capital investments and five-year projected revenues of $21 million.
Built Excel-based key performance metrics for a cable company that was operating in 12 locations in two states with over 30,000 subscribers.
Designed and implemented an accounting process for a startup nonprofit fine arts academy with an annual budget of $50,000.
Developed the cash collections and pooling procedures for a regional cable company operating in six different states.
Developed the operating budget for 36 profit centers representing 60,000 subscribers in two operating companies that were owned by a single corporate overhead company with $66 million in revenues and $26 million in capital investment. Also coordinated the re-forecasting on a monthly basis.
Designed and implemented treasury operations and cash management procedures which involved coordination of activity between nine separate banks comprising 19 bank accounts with three legal entities.
Developed a monthly financial reporting package for the board of directors and venture capital investors with a focus on the use of investment proceeds and return on investment.
Managed a pole rent program with over 15 different utilities and $2.2 million of annual rental payments.
Coordinated the due diligence efforts regarding the disposition of company cable systems to five separate buyers; including a final sale of more than half of the company's assets to Fidelity Communications.
Developed the operating budget for a cable company with three profit centers located in Maryland, Michigan, and Washington with corporate offices in Missouri, representing 75,000 subscribers and annual revenues of $125 million.
Managed the daily cash collections and pooling from six different cash boxes (banks).
Designed and produced a monthly KPI and variance report for subscriber addition, attrition, revenue per subscriber, marketing cost per new subscriber, capital cost per new connect, revenue per product (TV, internet, and telephone), programming cost per product and per subscriber among others.
Developed a process to remove waste in cable box inventory process—leading to a $200,000 decrease in turnaround expense annually.
Generated $70 million of incremental net income through the development of an analytical model which identified the most distressed banks in need of liquidity and highest likelihood of failure which resulted in the acquisition of over $800 million of commercial loan portfolios.
Brought about $36 million of incremental net income after leading a successful project team comprised of senior management in the development of processes and procedures related to the securitization of commercial real estate loans, and participated directly in the pooling and selling of loans totaling $961 million.
Set up $20 million of incremental net income from the management of cross-functional teams in the design, development, and product launch of seven new products which resulted in over $300 million of new loan funding.
Generated $1.2 million of incremental net income from reducing loan securitization cycle time (loan-close to loan-securitization period) by 32% and increased overall loan securitization eligibility by 8%.
Saved $700,000 of cost annually from leading a project to reduce margin erosion due to interest rate exposure on a rate lock product which reduced the cycle time by 60% and decreased the margin erosion by 40%.
For a business manager, choosing what to invest in should not be an exercise of instinct. With capital budgeting methods, managers can appraise various projects simultaneously, with the end result indicating which one will have the highest impact on company value.
What’s My Return on Investment and How Do I Calculate It? (Publication)
Finding out your return on investment from a project can become a subjective process with the myriad of returns measures and formulas that exist. This overview provides a breakdown and explanation of what type of return you need to measure and how to calculate it. With further guidance on how to use returns data to guide objective decision making.
Master of Business Administration (MBA) degree in General Management
1988 - 1990
Appalachian State University - Boone, NC, USA
Bachelor's degree in Business Administration and Economics
1980 - 1984
Culver-Stockton College - Canton, MO, USA
Six Sigma Black Belt
JANUARY 2006 - PRESENT
General Electric Company
Leadership Workshop for Individual Contributors (Commercial Management)