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Client Secondment

Select client secondment assignments include:

  • Interim President during the start-up phase of a specialty ISP serving the Internet access needs of business travellers staying in hotel properties. Responsibilities included managing all business development, marketing, contract negotiation and technology implementation aspects of the business. The company provided comprehensive 'build-own-operate' wireless network solutions under long-term contracts with individual hotel properties. The company serviced diverse hotel guest Internet access needs in meeting rooms (multi-user, and including video conferencing) and guest rooms (individual user), and with lobby kiosks. The business was successfully sold at a premium.

  • Interim CFO of a private merchant banking concern, over a period of 16 months, during the structuring and advance planning phases of a project that secured, and sought funding for, a large tropical hardwood timber concession in Papua New Guinea. Responsibilities included managing all financial and corporate development activities for the venture. Over the first ten years, the operations plan for this very substantial project escalated to a planned annual harvest of 2.5 million cubic meters of timber representing US $500 million a year in revenues. The business, financial, legal and technical issues of the project, structured as a partnership with native landowners, involved significant governmental negotiations and a planned US $60 million private equity financing. The severe and protracted Asian economic downturn in 1997 collapsed all negotiations and prospects for venture capital funding.

  • Interim GM, for a period of 6 months, during the start-up of a company with $20 million in funding and substantial real estate holdings at Whistler. Reporting directly to the Board of Directors, responsibilities included financial management, site work to secure several large development sites and complete construction of a golf course, settlement of $1 million in creditor claims (from a predecessor company's failure) and assisting in the selection of a full-time GM.

  • Interim GM, for a period of 4 months, for a large Vancouver-based men's wear manufacturer operating in receivership. Reporting directly to the bank-appointed Trustee, responsibilities included inventory management, production and manpower planning, retail sales outlet set-up and operation, financial management, and purchaser negotiations support. The company was sold as a going concern.

  • Acting COO, for a period of 6 months, for an established emergency preparedness firm during the planning and early implementation stages of an aggressive growth plan. Reporting directly to the President, responsibilities included: strategic planning; managing outside consultants involved with significant market research, branding, valuation and web development planning projects; operations planning for the implementation of expanded service and product offerings, and establishment of a US office in Sacramento, CA, and; coordination of the development of direct sales forces in SE Asia and North America.

  • Interim GM, for a period of 6 weeks, of a financially troubled hearing-aid dispensing firm with several retail locations and a manufacturing facility. Responsibilities included recovery planning, creditor relations, cash flow and general management. This work culminated in our recommendation that the owners put the company into voluntary receivership and wind-up operations.

  • Interim Controller, for a period of 6 months, of the California division of a Canadian chartered bank with over $500 million in assets while operating in liquidation. Responsibilities included developing, staffing and implementing a financial reporting system tailored to US and Canadian bank authority regulatory reporting requirements.

  • Interim CFO, for a period of 6 months, of a publicly traded software development firm. Reporting to the CEO and then later directly to the Board of Directors, responsibilities included: refining and documenting the company's marketing plan; financial management and regulatory reporting; assisting in software development project management, and; planning and managing relocation of the entire 14 employee office from Vancouver, BC to Austin, TX. One result of this work was the company receiving a $75,000 GST refund that their auditors had said was unrecoverable.

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