You are on page 1of 3

LES B.

FLYNN

Lilburn, Georgia 30047 (404) 932-7096


lesflynn@icloud.com www.LinkedIn.com/in/LesFlynn

CHIEF FINANCIAL OFFICER

Vision-Driven Leadership

Change Management

Revenue/Profit Optimization

Top-performing senior management executive desiring to leverage years of leadership in strategic planning, financial and
capital markets, change management, and business operations to drive revenue, profit, and market growth for company
looking to grow and reach its potential. Proven track record in diagnosing organizational shortcomings and building the
vision, operating plans, and personnel to take companies to their next level of success. Deliver positive improvements to
bottom-line growth by adjusting operations, introducing financial controls and discipline, and lowering cost structures.
Thrive in dynamic environments requiring timely decision-making, strong business, financial, and technology acumen,
and the ability to build consensus among key stakeholders.

CORE COMPETENCIES:

Strategic Business Planning


P&L/Budget Management
Infrastructure Development

Business Growth & Expansion


Process Design & Improvement
Cost Containment/Reduction

Company Acquisitions
Cross-Functional Team Building
Technology Innovation

PROFESSIONAL EXPERIENCE
DRC Emergency Services Southeastern US
Feb 2015-Present
Eight-figure revenue disaster response company with 50 employees and several offices throughout the southeast.
Chief Financial Officer
Recruited to join the company after it was acquired by a NY investment firm. The company, known for its disaster response
capabilities, possesses many event/disaster (standby) contracts throughout the U.S. The goals of ownership were to improve
the firms administrative infrastructure, establish clear policies and procedures, and operationally expand the firm into other
services and markets resulting in steady business revenue between major storm events. These have been accomplished. Firm
subsequently sold by the NY investment firm to a construction company in January 2016.
Strategic, Financial & Operations Management
Took over a group of accounting, HR and finance employees with low morale and re-energized them through
respect and purpose.
Immediately influenced the restructuring of the proposal group to reassign people and establish both quality and
financial reviews of all bids and proposals before submittal.
Worked with the CEO in assessing costs and staff that ultimately led to cost reductions and the relocation of the
company headquarters from Alabama to Texas.
Led the search for new talent for the construction services side of the company, bringing on site superintendents,
estimators, and project managers.
Operationally oversaw the acquisition of a small construction firm doing about $1.5 million/year that
immediately inserted DRC into the new market of private sector construction services.
*** *** ***
CAPE Environmental Management Inc Atlanta, GA
1992-Feb 2015
Privately-owned, 9-figure revenue engineering, construction, and environmental services enterprise with nearly 400
employees and 15 operating units in the U.S. and overseas.
Chief Financial Officer
1992 2007, 2012-Feb 2015
Joined company as CFO in 1992 at a pivotal juncture in its growth to serve as a key member of the Executive Team,
which had just acquired ownership of the company from its parent organization. Directed the physical relocation of
operations to a new Atlanta location and put the people, processes, and financial/accounting systems in place to establish
an independent foundation on which to operate going forward.
Continued

LES B. FLYNN

Page 2

Worked side-by-side with CEO to steer the company through an expansive, multi-faceted strategic growth phase, which
included initiatives for the formal build-up of internal organizations, staffing, and processes; evolution of the companys
brand/identity in the marketplace; growth through strategic marketing, business development, and acquisitions; and entry
into high hazard regions (Middle East Iraq). As CFO, managed a team of 30 direct/indirect reports and a $2+ million
operating budget.
In May 2012, after nearly five years as COO, reprised the CFO role that was never filled by CAPE. A reorganization of
Operations resulted in the collapsing of five business units into two Divisions. Division VPs were assigned directly to the
CEO. Corporate support costs were reduced and streamlined to allow for more competitive rates.
Chief Operating Officer
2007-2012
Through a reorganization recommended by a management consultant to combat the firms most difficult year, became the
companys COO in 2007. In turn, reorganized Operations into distinct business units, refocused objectives of the operations
managers, and reduced costs. The following three years were the firms most profitable in history before the economic
impact was eventually felt in 2011, though still profitable. Revenue growth during these four years exceeded 40%.
Established operations in Latin America (Panama, Costa Rica, Colombia), expanded Middle Eastern work (Afghanistan),
and increased services in commercial/industrial market.
As a key member on the Executive Team and a member of the Board of Directors, intimately involved in the strategic
direction of the firm and all significant tactical decisions. Responsible and accountable for the performance of nearly 300
Operations employees and the resulting contribution margin generated for the Company.
Strategic Planning & Vision-Driven Leadership
Spearheaded introduction of a formal executive team as well as long-range strategic planning, marketing, and
business development initiatives.
Integral in the evolution, branding, and image of the company from that of a limited-scope environmental
consulting firm to a full-service contracting and consulting practice.
Directed entry into a Middle Eastern enterprise as the Company secured reconstruction contracts for the
rebuilding of Iraq following its liberation from the dictatorial government.
Financial expertise supported winning contracts with high-profile customers such as U.S. Department of Energy, U.S.
Air Force, U.S. Army Corps of Engineers, and scores of industrial clients in the petroleum, chemical, and
telecommunications sectors.
Led three key acquisitions that added over $4 million in immediate contract business and generating $200+
million over the next six years. Directed all facets of due diligence, including identification/investigation of
prospects, assets assessment, and review of financial/legal documents related to the corporate transaction itself.
Fueled revenue growth averaging 20%+ year-over-year, building revenues from $3.1 million in 1992 to a
cumulative $900+ million from 1993 through 2014.
Organizational Infrastructure Build-Out, Staffing & Operations
Created formal Accounting, Human Resources, Contracts, and Legal departments, enabling company to compete
for contracting opportunities with government entities typically requiring extensive regulatory compliance and
review/oversight.
Hired an ex-government contracts officer to staff and jump-start the Contracts Department, which immediately
began implementing critical procedures to pursue and win multi-million dollar contracts, including costreimbursable contracts.
Led ramp-up of the IT and information systems organization through key staff hires, broad implementation of
technology in day-to-day business operations, and end-user training.
Envisioned and championed the development of web-based solutions that significantly enhanced project
management, financial management, client services, information transfer, and document management.
Helped identify and resolve logistical obstacles that threatened the set-up of new operations in Iraq.

Financial & Operations Management


Piloted development and execution of change management initiatives that restructured overhead/debt, reversed
declines in profitability and set the stage for business expansion through acquisitions of business assets.
Forged strong relationships with lenders and increased line of credit capacity as much as $13 million, providing
company with the financial backing critical to funding working capital and growth expansion requirements.
Led the company through 23 annual financial audits and dozens of intensive and demanding DCAA (Defense
Contract Audit Agency) audits, necessary to compete in the federal contractor marketplace.
Steered the top-flight performance of internal and customer-facing teams. Established priorities and performance
goals and empowered organizations with the tools to create customer-driven solutions.
Maintained near-perfect retention percentage of key leadership staff (e.g., Operations Vice Presidents, VP of
Finance, etc.).
Increased cost competitiveness by devising and deploying creative pricing structures (Overhead and G&A).
Leveraged numerous joint ventures and subsidiary operations to penetrate new business opportunities or mitigate
business risk.
*** *** ***
Very early experience includes multi-million dollar project management leadership in the assessment, testing, research,
analysis, consulting, engineering, construction, and remediation of environmentally impaired industry and government
sites for KEMRON (1989-1992) and a business consulting position with Strategic Management Associates (1988-1989).

EDUCATIONAL BACKGROUND
MBA, Corporate Finance and MIS (Valedictorian) University of Georgia, 1988
MS, Natural Resources University of Georgia, 1986
BS, Biological Sciences SUNY at Stony Brook, 1979

You might also like