Founder & CEO at THE ALIGNMENT COLLECTIVE, LLC (2026-01 – Present)
Fractional C-suite, family-office and executive advisory
- Lead as fractional CFO/COO for founders, family offices, PE firms and growth companies across real estate, fintech, sports, media, film and consumer products; design entity and accounting structures, treasury, SOPs, controls, reporting and investor-readiness infrastructure.
- Led a grant-compliance reconstruction for a film production company after the state paused a $5M economic-development grant: reconciled ~2,900 transactions across 10 accounts since inception, identified $1.2M missing from grant submissions and documented 98%+ of it.
- Connected founders in my network with an investor, bringing in ~$275K for their venture.
Fractional COO & Strategic Advisor at DRAFT ENTERTAINMENT / ATX DRAFT / AXIOM (2025-11 – 2026-02)
Technology startup, sports and entertainment
- Raised $175K in about two months through investor presentations, pitch, data room, SAFE/convertible structuring and objection handling.
- Build and manage accounting, forecasting, pro formas, and reporting.
- Led capital planning to get the ventures investor-ready; directed operating agreements, capital structure and NDAs with counsel, and all legal.
Director of Finance at AGMAN FAMILY OFFICE (2019-04 – 2026-01)
10-figure single-family office: real estate, hotels, restaurants, insurance, salons, PE/VC, public markets, operating companies
- Built the office from the ground up. Created the books, treasury, reporting, controls and entity structure across 200+ EINs, 88 sets of books (20,000+ bank, brokerage and card transactions a year), 70+ tax filings, 20+ trusts, thousands of investments (including 100+ private-equity, venture and syndicate funds) and 186+ cash accounts.
- Team. Built and led a 3-person accounting team (hiring a 4th), the office’s largest: designed the processes, reconciliations and loan-documentation workflows, trained the team to run daily posting, reconciliations and payoffs, and kept the complex work (amortized notes, treasury, tax and trust reporting) with me.
- Treasury. Ran daily treasury and weekly liquidity from two daily-cash workbooks I designed that generated every wire/ACH instruction, memo and bank tie-out; executed 24,000+ wires, ACH, bill-pay payments and transfers at the lead bank alone and moved $3B+ in total through layered trust and LLC ownership (peaks of 280+ transfers a month at one bank and 60+ in a day).
- Banking & credit. Negotiated directly with banks and led 6+ custodian transitions totaling $250M+, including a $110M portfolio moved twice, reconciling every position from old account to new; managed $80M+ of credit lines at three banks (one grown from $15M to $60M) and $150M+ of draws and paydowns against a $10M liquidity floor, recalculating every bank bill and allocating interest and unused fees across entities (caught the bank applying a payment without authorization).
- Loans & guarantees. Administered 200–300 intercompany and external loans a year, drafting intrafamily notes, refinancings and amortization schedules; tracked ~$259M of guaranteed debt by lender, recourse, maturity and covenant and set up guarantee-fee billing (~$158M of guaranteed deals) that no one had tracked before.
- Planning. Built all budgeting, forecasting and multi-year cash-flow models, tracking $260M+ of fund and operating-company commitments and scheduling ~$78M of upcoming calls so every call, payment and tax was funded on time.
- Trusts. Built automated trust accounting and reporting in-house after the outside firm declined the work (a 20-tab, 13,000-formula template), including historical reconstruction; determined distributions, beneficiary allocations, gifting, trust/entity loans and cash movements; every trust was current when I left.
- Tax. Built and owned the tax function across entity, trust and personal filing cycles: prepared every source package, built contribution/distribution and step-up basis schedules, tracked ~660 tax documents a year (~370 K-1s in, ~140 out) and carried each return through final signature; built a tax-detail model after a prior $2M surprise bill that surfaced tens of millions of potential taxable income early enough to plan around.
- Financial integrity. Identified and corrected $400M+ of misstated equity and investment balances across 30+ entities that had survived CPA and auditor review, including a $24M owner-equity error and a $40M duplicated item, and reversed $25M+ of incorrect auditor entries; led a 12-week independent forensic reconstruction of a partner’s equity that protected the correct allocation of a ~$60M distribution.
- Deals. Structured 9+ closely held buyouts ($90M+) and ~$133M of intrafamily notes, building every valuation, cap table and amortization schedule; supported $200M+ of acquisitions and a principal's resort home build through permanent financing.
- Reporting. Reconciled personal financial statements for 19 entities and trusts, tying 4,000+ positions across 200+ LLCs, LPs and trusts and 78+ properties ($1.3B+ of real estate) to the books, K-1s and statements; built cap tables, investor and employee-fund schedules and fee models.
- Compliance & leadership. Built and ran the annual Department of Insurance review for five consecutive years with templated workpapers and an automated tie-out; wrote nearly all SOPs; ran the operations and investment/strategy meetings and was the only employee in every legal, operations and investment meeting.
Controller & Director of HR at MULHALL’S NURSERY, INC. (2017-10 – 2019-03)
$28M; five companies: garden retail, landscaping, production farms, owners’ family office and real estate
- Reported to the President and ownership and held a seat on the executive strategic-planning team (Traction); led an 11-person finance, HR, payroll and dispatch team across a company of a few hundred employees.
- Ran the owners’ family office, including its land and commercial real estate; built finance, HR, IT, treasury, reporting and controls across all five companies; moved reporting from annual to monthly; consolidated banking; owned tax strategy, loan structuring and covenants.
- Built the HR function (pay bands, job architecture, recruiting, benefits and open enrollment, staffing plans); redesigned inventory, production-farm and intercompany processes; led accounting, dispatch and time-clock system implementations.
Controller & Corporate Officer; Director of Finance, BWI & AF Funds at BUILDERS WAREHOUSE, INC. (2015-07 – 2017-10)
$85M multi-division building materials, DIY retail, truss and cabinet manufacturing, insulation and rental company (NE & CO)
- Led a ~18-person accounting, AR/AP, payroll, IT and administrative team across locations in Nebraska and Colorado.
- Increased borrowing-base capacity by $4.3M through AR and inventory process redesign; owned the Wells Fargo ABL, covenants, loan structure, field exams and banking negotiations.
- Designed a fully templated annual-audit framework (84-item PBC tracking, rollforwards, confirmations, LIFO, covenant schedules); books went from material prior-year differences to tying to audited statements within single dollars.
- Moved close to business day 3 with final reporting by the 15th; built divisional forecasting for eight divisions, the AR manual, company-wide controls and Board reporting; owned multi-state sales/use tax (NE, CO, KS), IFTA and DOT compliance.
- Recovered $2.7M+ (100% of pursued funds) through lien enforcement and litigation; led finance blueprinting and was the super user for the Epicor BisTrack ERP implementation; integrated the rental-fleet acquisition.
- Upon relocation, recruited both a CFO and a Controller to succeed the combined scope of the role.
Corporate Controller → Sr. Regional Finance Manager at CMI / ALTER TRADING CORP. (2012-03 – 2015-07)
Columbus Metal Industries (CMI): $117M PE-backed metals recycler sold to $1.2B Alter Trading
- Created CMI’s finance, accounting, reporting, controls, compliance, banking and operating functions where none existed, including the entire HR function, across six Nebraska locations.
- Ran the asset sale (titles, leases, permits, environmental and regulatory items) and corrected outside counsel’s transaction documents; after identifying material issues, was W-2 employed by seller and buyer at the same time to perform the net and 75-day adjusted working-capital calculations that set the final purchase price.
- Led post-close integration of banking, systems, reporting, HR and compliance while maintaining daily operations; led two system implementations.
- At Alter, covered two territories where the standard was one (all of Nebraska plus Council Bluffs, IA; ~12 locations, ~15 staff) and every accounting discipline normally siloed; delivered full close by the 20th and identified material financial irregularities and control failures.
Controller at LANDMARK IMPLEMENT, INC. (2009-06 – 2012-03)
$161M multi-location John Deere dealership
- Set up accounting, finance, reporting, treasury, controls, HR policy and administration where nothing existed before; led a ~13-person team and directed Sales Administration, HR, store managers and purchasing controls.
- Advised the CEO and ownership on performance, capital, workforce and growth; led diligence and integration for two acquisitions adding four locations; delivered financials to John Deere by the 10th.
- Created dealer-statement, pool-fund and warranty-receivable reconciliation methods that John Deere adopted into its dealer software across the network.
- Served as Finance Chair, Vice President and President-Elect of the John Deere User Group Board (2010–2012); directed the Parts, Sales and Service boards and taught best-practice classes.
Accountant at KAAPA ETHANOL, LLC / KAAPA GRAINS (2007-05 – 2009-06)
$224M ethanol manufacturing and grain commodities
- Owned individual and consolidated close and reporting, production budgets, cash, fixed assets, audits, tax support and government reporting for both entities.
- Initiated and filed the first-ever five-year LB775 look-back, recovering $3.2M in sales and use tax refunds and documenting $7.4M in earned credits; built the LB775 claim process; owned LB536, workers’ comp audits and compliance certificates.
- Built HR, payroll and benefits processes and handbooks for both entities; led integration of the grain-facility acquisition; led three system implementations, including Microsoft Dynamics GP.
