Dissertation title: Quantitative easing, bank size, and bank profit: An explanatory study of U.S. commercial banks. The University is accredited by the Higher Learning Commission (HLC). Additionally, business programs of study are accredited by the Accreditation Council for Business Schools and Programs (ACBSP).

Comprehensive AACSB Accredited University accounting program including advanced financial accounting topics, auditing, and taxation.

AACSB Accredited University program. Specific course-worked included managerial economics and analysis, corporate finance, organizational behavior, managerial accounting, and strategic management and development.

Activities and societies: -Student Government -Student Alumni Association - various leadership positions Major in business law focusing on contracts, Uniform Commercial Code, negligence, and agency.

Serve as the university’s chief financial officer, member of the president’s leadership team, and liaison to the Finance Committee and Audit Committee of the University Board of Trustees. Responsible for the financial operations of the university including cash management as well as administration of student receivables, financial reporting, budgeting, and managing lending relationships. Oversee the balance sheet of ~125M in Net Assets including the university endowment. Work with the senior leadership team as a business partner.

Design and implement course plans for finance, budgeting, strategy, economics, and special elective courses in both the undergraduate and master\'s programs.

Hiab is the leading provider of on-road load handling systems. Responsible for the finance and accounting function for the firm\'s U.S. based sales and service organization, which accounts for approximately one half of global sales. Functions include accounting, finance, processes and controls, receivables management, and financial reporting for the U.S. operations managing a team of 6. Significant projects include re-structuring and expanding the firm\'s end user customer financing program to support sales, implementing profit-center reporting for the firm\'s 20 field-based service locations, implementation of manager driven rolling forecasting tools, and department re-organization as part of a global re-design of the finance function.

As part of the senior leadership team I supervised the accounting, finance, and reporting functions of the business. This included raising capital, working with lenders in the maintenance of credit facilities, administering the annual budget and rolling forecasting process, and implementing strategic projects including expansion of the company's product line-up. Managed a team of 6 including the firm's director of information technology. Significant projects included re-financing and recapitalization of the firm's capital structure, working with suppliers and strategic partners for expansion of the company's rental fleet including raising outside financing. Additionally, created and implemented a rolling forecasting process.

As Corporate Controller I managed the finance, accounting, and purchasing function for multiple locations including operations in the United Kingdom with annual revenues of approx. $90M. -Drive strategic initiatives determined by the CFO and Executive team; -Manage a staff of 8 direct reports; -Internal and external financial reporting; -Direct the company’s budgeting and forecasting process; -Manage the company’s separate U.S. and U.K. financial audits; -Coordinate and manage the company’s tax, insurance, and banking processes; -Supervise the purchasing, fulfillment, and inventory maintenance functions; -Support special projects including lending requests and investor requests; Special Projects: -Acquisition financial integration after the company purchased its largest competitor; -Negotiated vendor distribution and pricing worth savings of approx. $0.3M+; -Vendor integration and consolidation; -Re-designed and streamline the company’s budgeting tools and process; -Support system conversion and integration for U.K. operations into the U.S.

Volvo Rents, a subsidiary of Volvo Construction Equipment, oversees a network of approx. 140 equipment rental outlets in North America. In December of 2010, the company began acquiring independent franchise locations and 3rd party companies to persue a growth and investment strategy. After serving in other multiple financial roles, I became Director of Finance for Business Development supporting the Vice President of Business Development in the following functions. -Acquisition target review, analysis, and valuation; -Internal financial summary proposals and letters of intent; -Support project negotiations and management; -Managed two diligence and transaction teams; -Directly manage certain acquisition projects from diligence to transaction closing.

As Corporate Controller, I managed the following areas for the company during an extensive change is corporate strategy from a franchising organization to an owner/operator of company owned equipment rental outlets through a franchisee and 3rd party purchase program. -Direct and manage the finance function for company owned locations; -Integral in designing corporate and region accounting function -Implemented many company functions (expense cards, sales tax outsource, etc) -Acquisition integration and project management; -Process, control, and accounting policy development; -Develop and implement financial re-structure plans from $500KUSD to $12MUSD; -Business case development and analysis; -Managerial and US GAAP financial reporting; -Project management and control. (I took another position within the company in July 2011; however, continued the Controller\'s role and transition of duties and projects through Dec. 2011)