Broad financial management experience in the construction industry. Achieved success through current market analysis, precise forecasting, application of extensive knowledge of industry revenue recognition rules, cost cutting, redirection of resources to areas with greater profit potential, recruitment of new talent, and hands on management of staff to achieve goals targeted.
Professional Experience
Ruby-Collins, Inc., GA Annual Revenues $ 42.0 Million
Controller 2008 - present
Hired to replace retiring CFO/Owner of a General Contractor specializing in the construction of water/sewer treatment plants. This management transition was planned to include the chairman and VP of operations. The ongoing difficulties in the construction industry forced an abrupt shift in the company’s entire business plan to one of radical downsizing and possible liquidation to preserve the partner’s capital and retirement funds. Day to day duties were typical for a construction industry controller. Supervised three employees ensuring accurate and timely flow of accounting functions including A/R, A/P, payroll, revenue recognition, balance sheet review, joint venture and intercompany reconciliations, cash flow forecasting, tax reporting deadlines, audit participation, etc.
Prolandscapes, Inc. / LLC, GA Annual Revenues $ 12 - 14 Million
Controller/Interim President 2002 – 2007
Successfully assisted owner in achieving challenging growth targets adopted for a commercial landscape/hardscape installation contractor. Produced the company’s first financial reports using the percentage of completion revenue recognition method. Supervised all office functions. Responded to any and all requests for detailed corroboration of the company’s reported performance to prospective buyers during the due diligence phase of the marketing and eventual sale of the company. Maintained a positive and productive work environment for all staff throughout the difficult ownership transition. When the new owner’s business plan quickly became impossible to execute I assumed overall management responsibilities. Recruited new talent, identified skills and elevated select current employees in a team building effort to shift the company back to the niche it was historically successful at.
IES Corp, Inc. / Mark Henderson, Inc., GA Annual Revenues $ 85 m
Group Controller 2000 – 2002
Financial reporting and management for a public company’s regional division in the commercial
electrical installation industry. Provided consolidated financial reports for four sister companies
Jeffrey M. Colan- Page Two
________________________________________
IES Corp, Inc. (continued)
that had been part of a previous national “roll-up†of similarly sized contractors. Supervised the day to day activities of a staff of five to provide for a smooth and efficient flow for all accounting functions. Managed the complete cash flow cycle of all four sister companies utilizing DSO metrics and hands on customer contact. Led the budget review and cost-to-complete analysis with all project managers for all four sister companies on a monthly basis to provide accurate revenue recognition. Led the financial review and subsequent shut-down of one of the smaller sister companies.
Capital Construction Co. Inc., GA Annual Revenues $ 14 m
Controller 1998 – 2000
Financial reporting and management for a general contractor specializing in heavy concrete installation contracts for the Lockheed corporation in Cobb County. Supervised two employees ensuring accurate and timely flow of accounting functions including A/R, A/P, Payroll, Subcontractor Compliance, Cash Flow Projections, etc. Prepared monthly financial statements for partners, tracked budget performance and variance analysis for all subcontractor divisions, and proofed all bid accuracies. Provided monthly cash flow details and projections to management and outside agents to satisfy ongoing bonding requirements.
SMG Development, LP., GA Average Annual Revenues $ 12.5 million
Senior Accountant 1996 – 1998
Real estate partnership between George Morgan and the Sumitomo Group. Principally developed the Hamilton Mill and Medlock Bridge subdivisions in metro Atlanta. Produced consolidated monthly financial reports for the partners in New York. Briefed senior management regarding current performance prior to partner conference calls. Established and maintained the proper cost component to be booked for all lot sales in the communities. Reviewed all transaction postings by staff for accuracy and appropriateness. Prepared all commission salesperson draw requests for the real estate marketing division. Produced annual management budgets and profit estimates. Determined the proper allocation of overhead amongst partners.
John Cassidy, Inc., FL Average Annual Revenues $ 6.5 million
Assistant Controller 1990 – 1995
Family owned mechanical contractor located in West Palm Beach Florida. Supervised two employees ensuring accurate and timely flow of accounting functions including A/R, A/P, Inventory Management, Payroll, etc. Reviewed all components of the project schedules to ensure accurate revenue recognition. Produced multi-level monthly financial reports for the owner.
University of Pittsburgh - BA Economics/Finance 1986
Member - Institute of Management Accounts, pursuing CMA
NukeJobs is a nuclear jobs board that provides nuclear job seekers access to international directories of Nuclear Employers, Nuclear Resumes and Nuclear Jobs such as Nuclear Engineer Jobs, Nuclear Construction Jobs, Nuclear Power Plant Jobs, Nuclear Medicine Jobs, Nuclear Pharmacy Jobs, Nuclear Security Jobs, Nuclear Physics Jobs, Nuclear Reactor Jobs, Nuclear Material Jobs, Nuclear Safety Jobs, and Nuclear Waste Jobs.