James Long

WORK HISTORY

EDUCATION

ABOUT JAMES LONG

Core-competencies include: Interim Management Interim CFO for multiple, PE-backed mid-market growth firms rapidly assimilating into PortCo\'s while working effectively with private-equity boards and investors and their staffs. Quickly analyzing fluid situations and staff capabilities then developing and implementing improvement or transition plans. Process development and improvement. Partnering with CEOs and other senior managers to bring about operational change to support an investment thesis. Balancing financial and operational imperatives and managing non-finance areas such as legal, billing, risk management, IT, Call Centers, and HR. Technology Served as Interim CFO for a SaaS growth company as it professionalized management, strengthened processes, and pursued an enterprise commercial strategy. Served as Interim CFO for a SaaS telehealth industry pioneer on two separate occasions during which the company and industry experienced explosive growth, product scaling and maturation, and expansion of product offerings. Evaluated services contracts and implemented ASC 606. Developed a strategic plan for the Board that led to the sale of a SaaS, AI predictive-modeling firm. Served as CFO for an Israel-based technology firm that used AI to remotely monitor patients. Corporate Finance Excellent due diligence and transaction execution for middle-market PE-backed firms. Led development of multi-year finanicial models, due diligence, developed and managed data-rooms, developed and led counter-party presentations, evaluated LOIs, reviewed legal documents, and closed transactions. Work effectively with sophisticated money-center investment bankers, bankers, attorneys, and other professionals to close transactions. Sold three divisions of a national insurance services firm to three separate strategic buyers. Sold a PE-backed national behavioral health (autism) and alternative education provider to separate strategic and financial buyers simultaneously. Finance Operations Re-orienting the finance function to become “service providers” supporting internal and external stakeholders. Developing, reviewing, updating, and effectively communicating annual budgets, mid-year forecasts and multi-year financial projections. Improving management and BOD reporting by integrating financial data and operational metrics and focusing on value-added reporting and commentary. Driving process changes to shorten the “time to close” and improving the timeliness and accessibility of all reporting. Evaluated, selected, and implemented new financial systems (multiple times).