Experience behind the judgment
My career has included building finance organizations, financing acquisitions, integrating businesses, and improving operating performance. These examples show the work behind that experience.
UAG and Nomad — finance leadership through growth and acquisition
Role: CFO, UAG; also CFO of Nomad following the 2026 acquisition.
I joined UAG in 2018 after its sale to private equity, with a mandate to build a stronger finance organization. The work included financial controls, reporting, business intelligence, and six business-segment profit-and-loss views to make performance clearer across channels and regions.
In 2026, I took the financial lead on the Nomad acquisition from diligence through integration. Before close, I worked closely with KSM on the quality-of-earnings process, participated in broader financial diligence and transaction analysis, and worked on the financing needed to complete the acquisition.
After close, I have been heavily involved across the financial integration: banking, treasury, cash management, reporting, controls, accounting processes, lender matters, budgeting and forecasting, and integrating Nomad into UAG’s finance structure and decision-making.
UAG’s refinancing was a separate transaction from the Nomad acquisition financing. I led much of its financial work: analyzing and modeling financing alternatives, coordinating internal diligence work, and supporting execution through closing. I also brought potential lenders into the process and participated in lender discussions and negotiations.
Perspective: Acquisition financing, refinancing, and integration each require their own analysis and execution. All must support the operating business.
Interactive Health — acquisition through integration
Role: CFO, Interactive Health, parent of Human Touch and Relax the Back, 2016–2018.
For the Relax the Back acquisition, I personally identified the lender and led the financing process alongside the CEO. My transaction and integration work also included working-capital matters and ERP integration.
After close, I identified more than $1 million in annualized recurring duplicate operating-cost savings and implemented the changes needed to achieve that run-rate within six months.
Perspective: The work after close matters as much as the acquisition model. Savings require specific actions, clear ownership, and follow-through.
Four M — acquisition economics
Role: Finance leader across numerous acquisitions, progressing to CFO.
Four M is where I developed and refined my acquisition experience. I worked closely with the CFO on transaction analysis and diligence before becoming CFO myself.
The largest of those transactions was a $170 million acquisition. I visited multiple manufacturing locations during diligence and led development and validation of the final acquisition balance sheet. That work identified issues that contributed to a $15 million reduction in the final purchase price.
Perspective: Understanding the assets, liabilities, and operating realities behind a transaction can materially change its economics.
Four M — operating and financial improvement
Role: CFO, 1997–2000, following regional controller, general manager, and vice president of finance roles.
I was part of the executive team that grew EBITDA from $23 million to $55 million over three years through a combination of acquisitions and substantial operating improvement.
My primary contribution centered on post-acquisition cost reduction, tighter cost controls, and hands-on expense management. We eliminated unnecessary spending, improved controls, and strengthened accountability for operating costs across the business.
My broader CFO responsibilities included financing, financial reporting, and customer credit, with work on the divestiture or closure of unprofitable operations and a major equity restructuring.
Earlier, as a controller and then general manager, I helped identify the causes of losses in a manufacturing operation and implement changes that returned it to profitability.
Perspective: Acquisition-driven scale needs operating discipline behind it. Financial leadership means understanding the cost structure and holding the business accountable for improvement.
Career at a glance
| Organization | Role | Period |
|---|---|---|
| Urban Armor Gear | Chief Financial Officer | November 2018–present |
| Nomad | Chief Financial Officer, alongside UAG responsibilities | 2026–present |
| Interactive Health / Human Touch / Relax the Back | Chief Financial Officer | July 2016–October 2018 |
| RAJ Manufacturing / SwimSpot | Chief Financial Officer | June 2007–June 2016 |
| Ariela-Alpha International | Chief Financial Officer | August 2005–May 2007 |
| JBC Services | President | April 2004–July 2005 |
| Sweetheart Cup / Mannkraft | Group Controller / Chief Financial Officer, respectively | August 2000–March 2004 |
| Four M / Box USA | Regional Controller, General Manager, VP Finance, then CFO | September 1989–July 2000 |
Sectors and operating environments
Consumer products and technology accessories; apparel; manufacturing and packaging; wellness products; distribution; ecommerce, wholesale, and retail; franchising; and multi-entity international operations.
Discuss a relevant opportunity
If this experience fits a board appointment or a decision you are considering, I welcome an introduction.