Robert Santana

Transformation-Focused Finance Executive (CPA/MBA) specializing in high-stakes corporate turnarounds, M&A integrations, and Private Equity exits. 35+ years of experience acting as a "stabilizing force" for organizations facing extreme financial or operational distress. Proven track record in rebuilding high-turnover departments, rectifying years of unrecorded financial data, and delivering unqualified audit opinions under aggressive deadlines. Expert at rapid NetSuite deployment and institutionalizing rigorous internal controls to drive immediate margin recovery and organizational scale.

Turnaround Controller / Advisory Lead (Engagement) at Kelly Roofing (2026-04 – Present)

Engaged by Private Equity ownership and executive leadership to lead financial stabilization, operational forensic analysis, and emergency liquidity management for a $40M regional specialty roofing contractor undergoing corporate restructuring.

• Turnaround & Debt Restructuring: Partnered with PE sponsors, executive leadership, and secured lenders to navigate a distressed capital structure; key contributor to a successful debt recapitalization by facilitating the buyout and payoff of $13M in senior debt at ~$1.5M while extinguishing $10M in subordinated debt to enable corporate reorganization.
• Forensic Wind-Down & Asset Recovery Analysis: Conducted comprehensive forensic valuation and cash flow modeling on the Orlando operating unit; determined an asset sale would not achieve target valuation, leading the strategic pivot to conduct an orderly liquidation and operational wind-down to maximize net recoveries for creditors and stakeholders.
• Entity Formation & Asset Reorganization: Structured the transition of core operational assets into a newly capitalized operating company (NewCo) based in Naples, FL, establishing clean opening balance sheets, internal controls, and go-forward financial reporting.
• Cash Flow & Liquidity Management: Implemented 13-week rolling cash flow forecasts, working capital controls, and percentage-of-completion (POC/WIP) accounting oversight to maintain vendor and job-site continuity throughout the recapitalization process.
• Executive Leadership Transition: Positioned the post-restructure entity for ongoing financial and operational stability, establishing clean financial handoffs and evaluating long-term leadership requirements for the newly formed platform.

Controller at RLS Radiopharmacies (A Telix Pharmaceutical Company) (2023-01 – 2026-12)

Directly managed the financial turnaround and evolution of a $250M PE-backed entity through its acquisition by a global publicly traded company.

• Audit Recovery & Carve-Out Stabilization: Inherited a 2-year accounting backlog (2020–2021) stemming from the carve-out acquisition from GE Healthcare prior to corporate infrastructure establishment; rebuilt foundational accounting structures and rectified historical records to deliver three consecutive years of unqualified Big 4 audit opinions within the first 12 months.
• M&A Integration Leadership: Simultaneously led the financial integration of 3 new acquisitions into RLS while managing the upward integration of RLS into Telix Pharmaceuticals.
• Reporting Transformation: Drastically reduced monthly reporting turnaround from 15 business days to 2 business days through process automation and centralized controls.
• ERP & AP Stabilization: Directed the high-speed migration from QuickBooks to NetSuite within 5 months of tenure and implemented AvidXChange, an integrated A/P automation tool for NetSuite, to reduce vendor processing from 14 days to 3 days.
• Departmental Build-out: Recruited and onboarded a 13-person corporate accounting team within 60 days of tenure to stabilize operations following a department relocation.

Controller at Spraggins, Inc. (2022-01 – 2023-12)

Led financial stabilization for a $55M multi-entity enterprise specializing in construction and manufacturing.

• Crisis Management: Inherited an accounting department with 100% pre-audit turnover and successfully delivered the first audited financial statements in the company's 40-year history within 6 months of tenure while receiving an unqualified opinion.
• Margin Recovery: Established monthly Work-in-Progress (WIP) reviews and POC accounting to identify profit leaks and ensure project margin integrity.
• Systems Integration: Managed the migration of two business lines to NetSuite, aligning retail and manufacturing accounting on a single platform within the first four months of tenure.
• Liquidity Control: Engineered the organization's first 13-week rolling cash forecast to stabilize capital allocation across diverse business units.

Controller / Chief Financial Officer at Optivor Technologies, LLC (2019-01 – 2022-12)

Directed the financial and operational consolidation of a $38M multi-state communications enterprise.

• Synergy Capture: Led the integration and rebranding of three acquired companies, creating a Shared Services model that eliminated redundant roles and modernized the cost structure.
• Capital Expansion: Renegotiated banking relationships to consolidate debt and increased the line of credit from $1M to $2.5M.
• Liquidity Control: Engineered the organization's first 13-week rolling cash forecast to better manage long-term projects.
• Infrastructure Consolidation: Unified disparate operations by migrating to a single cloud-based data network and centralized payroll/retirement systems.
• Operational Stewardship: Served as Interim Sales and Operations Manager for Florida operations, managed real estate relocation and the addition of a new warehouse distribution point.

Regional Controller at Tecta America, Inc. (2018-01 – 2019-12)

Financial oversight for an $88M multi-state division of a $600M PE-backed national roofing contractor.

• Operational Advisory: Conducted on-site financial reviews for local Presidents to identify profitability leaks and streamline regional field operations.
• Revenue Integrity: Enforced rigorous Percentage of Completion (POC) accounting standards by leading monthly project reviews with operations teams.
• Fleet Strategy: Developed a regional fleet replacement plan and secured a consolidated dealer partnership, significantly lowering acquisition and maintenance costs.

Chief Financial Officer / Controller at Comprehensive Energy Services, Inc. (2016-01 – 2018-12)

Executive financial lead for a $48M privately held mechanical contractor with 4 offices and 300 employees.

• Capital Structuring: Secured a $750K equipment line of credit and increased the existing operating line to $3.75M to support growth.
• Labor Efficiency: Deployed an automated smartphone-based timekeeping system, reducing weekly payroll processing time by 20%.
• AP Digitization: Implemented TimberScan, an integrated A/P automation tool with Timberline, automating invoice routing and drastically reducing the accounts payable cycle time.
• Liquidity Control: Engineered the organization's first 13-week rolling cash forecast to better manage construction projects.

Chief Financial Officer / Controller at Handex Consulting & Remediation, LLC (2012-01 – 2016-12)

$25,000,000 Environmental Remediation/Construction Company Private Equity fund of a Family Office

• Cost Rationalization: Facilitated comprehensive reorganization leading to a 20% reduction in G&A expenses and a return to $28M in annual revenue in the first year of tenure.
• Banking Turnaround: Transitioned to a regional bank to secure a $2.75M line of credit and more favorable bank covenants.
• Liquidity Control: Engineered the organization's first 13-week rolling cash forecast to manage the company's extremely tight cash position.

Accounting Manager at Triad Isotopes, Inc. (2007-01 – 2012-12)

$320,000,000 Private Equity Nuclear Pharmacy

• Hyper-Growth Integration: Scaled accounting infrastructure from a $75M regional startup to a $320M national enterprise, integrating 11 non-GAAP acquisitions in the initial operations and receiving an unqualified audit opinion from a Big 4 CPA firm. In the third year of operations, led the integration into Triad Isotopes, a $250M carve out from a publicly traded company.
• ERP Foundation: Selected and deployed J.D. Edwards within 11 months of initial operations.

Controller at Veytec, Incorporated (1999-01 – 2007-12)

Accounting Manager at IKON Office Solutions (1996-01 – 1999-12)

Senior/Staff Tax Accountant at Public Accounting (Various Firms) (1991-01 – 1996-12)

MBA – University of Phoenix

B.S.B.A. in Accounting & Management – University of Central Florida