As CFO and shareholder of a medical device company, Randy validated and managed strategic projects, overseeing the company's growth by more than twofold. Under his leadership, its creditors were paid 20% faster than scheduled, and in late 2016, the company was sold to a subsidiary of AB Investors Group. He enjoys leveraging his entrepreneurial experiences to advise clients on matters of corporate finance, budgeting and working capital management.
Designed a multi-platform project management software application to assist property improvement pros to save time with their daily activities. With strategic partnerships, GC Reno has access to over 6,000 pros throughout Canada.
Formed strategic partnerships with the national realtor association and a national remodeller pro network within the US. Rolled out the pilot program within selected metropolitan regions (Chicago, Raleigh, and Boston).
Successfully raised pre-seed capital to support the startup's vision.
Senior Finance Consultant
2019 - PRESENT
Built a KPI dashboard and financial models for weekly and monthly institutional investor updates.
Analyzed internal department processes and operations to provide insight to senior management to improve productivity, including migrating IT systems to the parent company and onboarding software applications to manage expense processing.
Rebuilt the financial budget for internal management purposes.
Focus areas: Financial Reporting Dashboards, Budgeting, Team Development, Data Reporting, System Implementation
Investor, Board and Interim CFO
2018 - PRESENT
Sports IQ Analytics
Built financial models to assess cashflow activity and customer contract values for operating and capital finance strategic purposes.
Oversaw end to end the investor capital raise activity and successfully closed rounds.
Operated as interim CFO to assist management on an as needed basis.
2018 - PRESENT
Dorel Industries (TSX: DII.A, DII.B)
Spearheaded the implementation of new IFRS 16 standards.
Designed and implemented IFRS 16 software training resources to be adopted by the Dorel finance department across the globe.
Reviewed Dorel's leases, a $195 million line item as of Q1 2019, and their monthly and quarterly financial reporting impact.
Focus areas: Financial Reporting
2017 - PRESENT
Assisted in the search for angel investor capital to launch operations and invested in the initial funding round.
Consulted on the shareholder and fundraising agreements, as well as designed the capital structure for the angel investment and seed fundraising rounds.
Led the debt finance raise to support growth initiatives.
Built financial models for management guidance and to assist in external fundraising efforts, helping the organization manage and forecast its double-digit month-over-month growth.
Restructured debt-financed capital to support the double-digit revenue growth initiatives.
Guided the management to implement a financial dashboard in order to better highlight its financial performances for the board members and senior management.
Led the negotiations with key vendors to control production costs which led to an average savings of 10%.
Built a market landscape report for the sales management team to better quantify the organization's market position and market share.
Updated 1,000+ SKU details in the ERP system to improve the accuracy of product descriptions and unit costs, helping to enhance both customer service billing accuracy as well as the resolution of customer inquiries.
Built a pricing model to better account for foreign exchange volatility.
Designed financial models to analyze historical and projected financial positions.
Identified trends and provided recommendations to maximize profitability.
Presented investment decks to raise, restructure, and negotiate the financing for operational and growth purposes.
Implemented currency exchange trading policies to hedge currency risks with international transactions.
Built analytical tools to value and assess the viability of various initiatives, including reviews of domestic and international M&A, multi-divisional corporate restructurings as well as a review of the product portfolio.
Designed and implemented pricing models for all product lines, which consisted of 1,000+ offerings.
Managed market research initiatives intended to improve opportunity assessment and better position the organization over the long-term. These initiatives included the construction of a market and network landscape database, attainment of R&D tax incentives, and the establishment of local and regional product reimbursement programs.