• Joined this 450-member private country club which was only in its second year of member ownership. Working closely with COO/GM, implemented from ground-up P&L by departments, systems for financial reporting, internal controls, policies and procedures, etc.
• Maintained member files including equity agreements, member loan agreements, etc.
• Working closely with COO/GM, created first-ever annual operating and capital budgets by department. Utilizing both JONAS tools and separate Excel spreadsheets, provided in-depth analysis by G/L account codes followed by a series of meetings with department heads, developing first draft, reviewing and fine tuning, scheduling more meetings, fine tuning more until we reached our desired break-even operating budget.
• Created comprehensive, detailed monthly reporting package, presented to Finance Committee for first time review, incorporated additional schedules based on input from COO/GM and committee members. Final package included typical monthly financial reports as well as 5-year cash flow forecast, comparison of actual capital to budget by project, member and golf statistics pages, full analysis of variances to budget by department, narrative summarizing monthly results.
• Implemented formal policies and procedures where there had been none. Reviewed with COO/GM for comments and changes, rolled out policies incrementally to department heads, monitored for compliance.
• Developed internal control program including checklist and questionnaires by department, spot audits, follow up action plans.
• In recognition of performance and contributions made to the Club, was promoted to CFO after just three months of employment.