Directed and implemented 3 software conversions allowing National Media Corporation the ability to expand and handle annual sales from $55M to over $200M.

Successfully moved National Media Corporation's Headquarters and all 5 warehouses from NM to AZ with no interruption in collection and processing of orders or customer service, thereby saving $3.8M and reducing estimated cost to move by $356K.

Successfully created and implemented a perpetual inventory tracking system at National Media Corporation. Results: Reduced required inventory on hand and shrinkage by 33%, thereby saving an annual $1.5M.

Successfully created and implemented procedures to meet the documentation requirements of the Generalized System of Preferences (GSP) system for duties levied on international product purchased for manufacturing. Results: Jezlaine LTD Company savings in excess of $250K annually.

Designed, implemented and trained employees on Company policies and procedures encompassing store procedures to warehouse and other operational procedures required to ensure effective and efficient operations with cost reduction emphasis. Results: Increased production among employees, with an annual cost savings of 750K.

After successful conversion to Tyler Software at Photogenesis Inc., the Company still was unable to control inventory cash requirements. Problem was in the Purchasing Dept. where suppliers dictated purchase orders by giving points later used for free trips/vacations. This problem was sensitive because the head of the Purchasing Dept. was one of four Company owners. Solved this problem by developing a purchase order report module within the Tyler Software using 7 databases. Created this report module outside of my normal duty hours, which took 3 months to complete. This purchase order report was run on demand for any product line and using info from the 7 databases with EOQ formulation matched with cash available gave quantity needed to be ordered or not ordered based on supply, demand/past sales and current quantity on hand. The purchase report module (PRM) was later reviewed by the developers of Tyler Software and now currently is sold by them to current users and new buyers of the software.

Successfully completed software conversion from QuickBooks to American Contractor in record time of two weeks using "Microsoft Visual Basic Studio" software for Network Alliance Inc. a Telecommunications and Construction Company with five Companies. The new software "American Contractor" gave the Companies greater actual job cost details matched against estimated job costs thereby allowing the ability to better control actual costs and submit job cost contract increases timely for greator acceptance/approval from clients.

After months of phone discussions and emails, finally succeeded in getting 89K sales tax refund from Network Alliance's largest client, New Mexico Dept. Of Information Technology (NMDoIt}. The NMDoIt was improperly interpreting the New Mexico gross receipts state's statute concerning the sales taxation of the labor portion of construction invoices.

Created in-house project forecasting model for Medical Centers Guesthouse Of America that could be used in the syndication of its Guesthouse projects. The forecasting model used assumptions in creating all the required Pro-Formas needed to syndicate the project and to get the required Bank financing. This forecasting model could be changed easily as better information was known by simply changing the assumptions, thereby saving $70K to $140K per Guesthouse contruction project that previously was contracted to Arthur Young & Associates (CPA Firm) for required Pro Forma statements creation. This model was written entirely by myself using advanced Excel spreadsheet methods and was later given to Deloitte and Touche for their use with hospitality clients.

Created and implemented Corporate budget with 23 budgeted departments within National Media Corporation, a public traded (NYSE)company with over $200M annual sales. The annual budget succeeded in reducing annual expenses by 10% equating to over $20M annually. The greatest achievement was the successfull implementation of the annual budget with the direct involvement of all department managers.