A Harvard grad with an MBA from Stanford, Peter has served as CFO of three successful companies, led several acquisitions, obtained growth capital, led recapitalization efforts, and led a successful exit for the shareholders. He's also raised $500 million+ for clients as a VP at KeyBanc Capital Markets, a commercial and investment bank. Peter enjoys freelancing to help clients with capital raising, M&A, FP&A, and various CFO-related functions.
Led all of the elements of finance and accounting, including month-end close process, budgeting, and financial reporting; ensured that all financial records and systems are in accordance with generally accepted accounting principles. Also led IT, business intelligence, and legal functions; oversaw half of the company's operations.
Developed KPIs to monitor the business and provide insights to the CEO, the management team and the Board of Directors.
Composed weekly, monthly and quarterly board reports.
Worked with the CEO and board to develop and execute company strategy.
Raised capital to support growth efforts resulting in the company being named to the Inc. 5,000 fastest-growing companies four times.
Achieved a three-year growth rate that exceeded 100%.
Developed controls to meet SOC guidelines, leading the organization through multiple audits.
Led annual audits with no adjustments and made certain that the organization remains in strong fiscal health.
Focus areas: Financial Planning & Analysis (FP&A), Budgeting, CFO, Cash Flow, Three Statement Operating Model
Chief Financial Officer
2012 - 2018
National Entertainment Network
Managed and led a high-performing finance and accounting function for the private equity-backed business. Responsible for all elements of finance, accounting, capital raising, reporting, tax, treasury, audit, financial planning, and M&A. Also responsible for HR, IT and legal functions.
Built three-statement operating models to support budgeting, rolling forecasts, and external fundraising efforts. Developed KPIs and led both the board and bank reporting.
Served as a strategic partner to the CEO and private equity shareholders. Elected to serve as a full member of the board of directors.
Refinanced the company's senior and subordinated debt, providing liquidity for shareholders.
Identified and executed on opportunities for operational efficiencies. Doubled free cash flow within three years.
Executed multiple acquisitions—from target identification to negotiation, execution, and integration. All the acquisitions were accretive and collectively contributed to company profitability.
Built the finance and accounting team; redesigned the systems and processes to accelerate month-end-close, ensure accuracy, and to provide information and insight.
Developed financial models for internal budgeting as well as for bank and board reporting. Built rolling forecasts and developed KPIs.
Renegotiated bank financing during the 2008 financial crisis while the company was in the midst of a turnaround effort.
Successfully executed the turnaround of the company which resulted in the company achieving its best performance compared to the prior ten years. Also increased profitability by an additional 30% within three years.