Over the last 15 years, Theresa has defined and implemented financial and operational strategies as a CFO for multiple companies in the technology, healthcare, and business services industries. She has built functions from the ground up at startups and redesigned current ones at mid-sized organizations. In freelancing, Theresa is excited to continue supporting companies seeking growth options and/or higher valuations for potential future exits.
Prepared a $30 million company for a sale transaction; developed and wrote the offering memorandum, target buyers, and executed the sale transaction.
Provided a strategy assessment for a food company with 14 retail locations and a wholesale operation, built 2-year financial projections for each division based on revenue growth recommendations and cost-saving initiatives to enhance profitability.
Provided a financial analysis, built three-year financial projections and created a presentation in preparation for capital raise for $15 million division of a large consumer packaged goods manufacturer.
Developed financial strategies for early-stage clean tech company to improve cash flow, rationalize expense structure, and implement operational best practices to enhance scale and sustainability.
Developed, analyzed, and recommended strategic and financial viability of a new, sustainable business model in the $1 billion medical technology market, resulting in a $100 million M&A transaction.
Created thefinancial planning, budgeting, and reporting processes from the ground up.
Restructured the payroll and benefits—achieving $300,000 in annual savings.
Performed business process mapping around billing and collections to improve profitability and reduce $1 million in accounts receivable by 50% in 6 months.
Acted as interim CFO for this $10 million revenue healthcare services company—improved EBITDA from a slight loss to over $1 million in 12 months.
Reorganized the chart of accounts and created a profit-&-loss statement by class. This brought to light that the New York office was burning cash monthly and subsequently led to the recommendation to close the NY office.
Identified the population of alternative assets to be remedied (12,100 unique securities in 35,000 accounts).
Defined the strategy to address each possible outcome for the security holder including keeping the asset under a revised policy, transferring asset to partner custodian, and distributing asset to client.
Managed a team of senior-level executives responsible for execution of strategy, including Chief Legal Officer, Chief Compliance Officer, VP Asset Management Operations, SVP Retail Assets, SVP Institutional Assets, VP Field Integration, and Director Alternative Asset Product Management.
Implemented business process mapping software platform to track, measure, and report on process steps including document review, security review, security registration, account status, exit review, and security re-registration or transfer execution .