Seasoned financial leader offers 30 years as CA, and over 10 years of experience serving as Chief Administrative Officer or Director of Business Development in addition to Chief Financial Officer role. Respected for integrity and energy; for clear articulation of accounting principles; and for leading change management by example. ¡ Achieves profit objectives by facilitating integration and teamwork between Finance, Sales, Marketing and Operations;
¡ Develops staff by leading with visibility, and by planning and directing change management at all organizational levels;
¡ Analyzes, cultivates and transforms ideas into effective practices with highly developed business acumen. Larry is now offering his extensive experience to many clients instead of just performing CFO duties in one company.

TFN is a Finance networking organization for senior Finance Executives living in the Toronto area to provide advice and assistance on job related problems and for those in transition to be a support network. TFN is NOT another web based site. It is intended to be a group where you meet each other and become professional colleagues and/or friends. This is a group that I founded in the summer of 2009 and now numbers over 525 and continues to grow. Members of TFN are senior level finance and accounting professionals (CA, CMA, CGA, etc), but also includes internationally designated accountants and other senior level finance people that may not have a designation. TFN members include CFOs, VP Finance, Controllers, Compliance Specialists, Independent Finance Consultants and heads of various finance functions (Accounting, Finance, Credit, Risk Management, Audit, etc.) plus they have at least 10+ years of experience. Some members are working, some are exploring options and others are in transition. TFN believes that networking with fellow Finance professionals is the best way to understand developments in our respective fields plus remain plugged in to the Finance job market. TFN is a Group on Linked In. We meet monthly on the last tuesday of each month ( except December) for dinner and networking.

Reported to President; Contributed as Executive Committee Member; Directed financial and information systems through department managers; Fulfilled President’s role in his absence.
¡ Created financial function autonomy from U.S. Head Office.
¡ Increased annual sales by $1M by integrating sales and credit departments’ customer service.

Chief Financial Officer & Director of Business Development 1994-1998
¡ Saved $800K with favourable terms in twice-renewed 3rd party distribution agreements.
¡ Negotiated purchase of a Canadian business with sales of $3M.
¡ Spearheaded business initiatives that added $1M in profits annually.
¡ Collaborated with executive team on implementation of ISO quality standard project. Chief Financial Officer 1988-1994
Directed finance department managers in accounting, payroll, credit, forecasting, budgeting, R&D, analysis, corporate governance and tax matters.
¡ Redesigned and improved service of Finance Department, while reducing staff from 22 to 8.
¡ Reduced “Days Sales Outstanding” by 33% with introduction of formal cash collection system.
¡ Directed a $1M building/renovation project and saved $500K in rent.
¡ Led global project to implement Financial Forecasting system with increased reliability.

Directed financial affairs through site Controllers.
¡ Created annual budget process and strategic planning for proactive management.
¡ Negotiated financing for off-season, mitigating obstacle of lack of assets.
¡ Centralized accounting control in Shared Service Centre, reducing f/t staff by 3.

¡ Led licensing agreement with Chinese firm through U.S. broker.
¡ Documented detailed manufacturing process, with Chinese manufacturer, via webcast over 4 months.
¡ Raised $2M in capital over 2 years through private equity funds and angel investors

Reported to Owner and President as operating executive next in command to President.
¡ Yielded annual savings of $250K, with alternative Asset-Based Lender.
¡ Negotiated improved Credit Line with Asset-Based Lender.
¡ Installed process and controls and collected additional $350K revenues from Co-op Ad Program.
¡ Introduced 8 low-cost, management and revenue-enhancing reports and business initiatives to address lack of processes, metrics and customer-focus.