ERP conversions. Cash forecasting. Cost recovery. Faster reporting. My experience includes leading finance teams and implementing improvements inside manufacturing, energy services, and healthcare organizations.
Flogistix · Controller · 2012–2014A new finance operation.
Built for growth.
Consolidated two remote manufacturing accounting offices into Oklahoma City while converting from Sage to NetSuite. Hired a new team across accounts receivable, accounts payable, and senior and staff accounting, with new policies, procedures, and internal controls.
During this period, company revenue grew from $40 million to $80 million. Revamped warehouse operations at two manufacturing facilities and implemented an American Express AP program that generated $600,000–$1.2 million in annual rebate income at a 1.5% return on eligible spend.
What this means for your business
Experience connecting ERP implementation, team building, warehouse processes, and financial controls as a business grows, including finding financial returns in everyday payment processes.
Manufacturing gross margin:
45% to 55% in two years.
Improved manufacturing gross margin by 10 percentage points through lower labor costs and better material contracts and supplier selection. Most savings came from the fuel-system side of a manufacturing business serving aviation, oilfield, and agricultural customers.
Revamped warehouse controls to improve inventory turnover and reduce stale stock. Improved construction job costing to support better estimates. Reduced workers’ compensation insurance costs by 10% through more accurate reporting of point-of-sale work versus physical repair labor.
What this means for your business
Better margins depend on how materials are purchased, labor is used, inventory is controlled, and jobs are estimated. My experience connects those operating decisions to financial results.
Three ERP conversions.
Hands-on leadership.
- Flogistix: Sage to NetSuite.
- AlohaCare: Microsoft Dynamics to NetSuite.
- Community First Health Plans: Microsoft Dynamics to Epic.
Led system conversions across manufacturing, energy services, and healthcare, including general ledger rebuilds, accounts payable process redesign, and internal control reviews and improvements.
What this means for your business
A system change should produce useful reporting and reliable processes. I bring experience connecting the software implementation to how finance and operations actually work.
13-week cash forecasts.
A clearer view ahead.
Built rolling 13-week and 13-month cash forecasts used in board and regulatory reporting at AlohaCare. Led treasury and cash deployment improvements that reduced operating cash burn.
What this means for your business
See when collections, payroll, supplier payments, and planned investments will put pressure on cash, with time to act before the shortfall.
Find the costs.
Fix what causes them.
Led cost-remediation work at AlohaCare involving overpayment recovery, claims edits, pharmacy renegotiation, and vendor restructuring. Earlier manufacturing roles included cost and inventory accounting.
What this means for your business
Connect spending and operational decisions to profitability. Identify where costs are escaping review, then improve the process that allowed them.
10 business days
to 5.
Reduced the monthly close at Community First Health Plans through process redesign and clearer accountability. At Davis Vision, improved the close from Day 6 to Day 4.
At Community First, led the work with Protiviti to review and strengthen risk management and internal controls as premium revenue exceeded $500 million and the organization prepared to meet Model Audit Rule requirements.
What this means for your business
Get reliable results sooner. Clear responsibilities, better sequencing, and fewer manual steps give your team more time to investigate and act.
Selected experience from Joel's prior employment and leadership roles. These are not VerityPoint client engagements. Outcomes depend on each organization's circumstances.