Jill Ause Specialty Merchandise Corp. As CFO of Specialty Merchandise Corp. in Simi Valley, Jill Ause runs the finance, accounting, Human Resources and facilities operations of the $100 million company. Ause came to SMC after a career in accounting and finance that took her to the top echelons of the niche-market publishing industry. Prior to coming to Specialty Merchandise, she worked for Weider Publications as the firm’s vice president of finance. Prior to that Ause worked with former Times-Mirror Corp. CEO Skip Zimbalist overseeing the finances for a new specialty-publishing endeavor. CEOs seek Ause out because of her approach to getting the job done. They find her to be a genuine asset because, they say, she makes their jobs less complicated. “I approach my work by asking myself whether doing this task, analysis, report, etc., will make someone’s life easier, will solve a problem or will help others make a better decision,” Ause said. Conversely, in her current position, Ause also works to make life easier for those who are, in a way, her company’s customers. SMC refers to those who buy and resell its products as “members.” “Because it’s easy to get caught up in details in this profession,” she said. ” I make sure that I stay connected to our members and what’s happening on a day-to-day basis.” Each day legions of mail-order merchandisers set out to make a fortune, make a living, or just help make ends meet by selling gift items distributed by Specialty Merchandise. Items include merchandise that ranges from exotic lanterns, to unusual wine holders, to purses and bric-a-brac. Few members know that behind the scenes, at the foundation of SMC’s business model, Ause is helping keep the company’s well-oiled distribution machine running smoothly. Ause has overseen a 10-percent growth rate at Specialty Merchandise during the past four years, and held the company’s margins steady at five to 10 percent during that same period. One former boss believes there is no one better qualified to be a CFO than Ause. “Jill is absolutely one of the finest people I’ve ever worked with,” said Eric Weider who, as CEO, was Ause’s boss at Weider Publications. “She has 110 percent integrity, and a phenomenal work ethic.” Part of Ause’s reported excellence has to do with sometimes playing devil’s advocate. “She’s a great sounding board,” Weider said. “And she gives you a reality check. Sometimes when we come up with our latest, greatest business idea, she’s a great reality check so our dreams don’t turn into nightmares.” Ause has a BS in accounting; she has worked in the financial field for more than 20 years; and enjoys a close relationship with her current CEO. “I enjoy coming up with new ideas to bring in revenue,” she told the Business Journal. That makes her a vital contributor to Specialty Merchandise’s sales department as well. It has been said that talent attracts talent. Ause would agree with that axiom. “I have been fortunate to have worked for very talented people,” she said. “They have provided me with opportunities and challenges and taught me that to be successful you must be passionate about what you do.” Ause was thrilled to be nominated, and somewhat surprised about having been selected as one of the top CFOs in the region. “It was really special for me,” she said. “And I want to thank the Business Journal for the award.” Thom Senzee Ray Barber L.A. Family Housing L.A. Family Housing helps homeless families and individuals rebuild their lives through an integrated system of housing and supportive services. Since 1996, Ray Barber has been the CFO for the non-profit where he oversees the growing organization’s dealings with 30 public funding sources and complicated real estate development deals. In an interview with the Business Journal, Barber talked about how he enjoys seeing the fruits of his labor, and this is why he has such a love affair with L.A. Family Housing. “My background was with one of the big eight accounting firms, and lots of SEC firms, but I enjoy L.A. Family Housing because of the work that we do here, I get to see the impact of the work I do everyday, said Barber. “It is nice to see the fruits of my labor on a daily basis,” he added. When he first came here in 1996, the organization was small. “I was very instrumental in getting the facilities in order to better serve the community,” Barber added. Barber also manages the financials for 18 low-income residential properties, while simultaneously working with the non-profit’s development department to help organize and optimize its financial efforts. Barber prides himself in his ability to be the agency’s leader in cutting-edge financial reporting and contract maintenance, while garnering a reputation for quick turnaround of financial reports and innovative audit techniques. Barber is a CPA, and has a bachelor’s degree in economics from the University of California, Santa Barbara. Barber enjoys the challenge of organizing the facilities and constantly adapting the facilities in order to better serve the needs of the residents. Saying “I am actively involved in events here that I attend on a regular basis, one of the things I did was to organize a Dodger day, where they donated 100 tickets, I bought an additional 100 tickets, just so the residents could experience the Dodger game.” Barber is looking forward to the development of a new L.A. Family Housing property called Glen Oaks that will house an additional 65 individuals with supportive services. These apartments will have resources available to the residents, like job counseling. Construction will start in 2009. Co-workers and financial colleagues say Barber is dedicated to his position. Arcy Olguin, Senior Manager for Holthouse Carlin & Van Trigt accountants, has worked with Ray for about eight years now. They met when she was doing the internal audit for L.A. Family Housing. Overall, Olguin describes Barber as being a team player. He also personally contributes to the organization through donating his own time. She said that Barber really understands the needs of the organization. “Ray definitely deserves to be an honoree, because he was instrumental in making L.A. Family Housing an operating business that sticks to the mission and the mantra of the organization in mind,” Olguin added. Ari Morguelan Juliet Churchill Davis Wholesale Electric Many family-owned businesses lack accountability, a situation that Juliet Churchill was able to change when she joined Davis Wholesale Electric six-and-a-half years ago. Churchill has been involved in finance for 26 years and has worked in the San Fernando Valley for more than 11 years. At Davis, she oversees administration, information technology, human resources and accounting. She has implemented an improved IT system and improved the bottom line by her strict management of costs, including constantly reviewing service provider contracts. Churchill is presently exploring a potential cost savings of thousands of dollars annually that could be realized by changing the company’s ERP system a business management system that integrates all facets of a business including sales, distribution, manufacturing, marketing, finance and planning in a common database. With 72 employees, annual revenues exceeding $30 million, with 33 percent growth, DWE is fast becoming a power house helped by Churchill’s efforts. Originally from Australia, she holds a BS in accounting and commerce, Churchill has 26 years of experience in the financial industry. Churchill operates an open-door policy, and meets informally with the company leadership on a daily basis. Churchill, in an interview with the Business Journal talked, about how she has helped improve financial reporting at the company and created an improved system using her IT background. Also, she has succeeded in managing costs by changing service providers and business applications, right now looking at changing its ERP system, which could save thousands each year in costs to DWE. “Joining Davis Wholesale Electric was a welcome change having never been exposed to the wholesale or contractor world; I started out as an accountant with Deloitte Touche and from there moved on to work in IT-oriented operations. While it can certainly be challenging at times, I love the fact that I am supporting a 45-year-old family owned business and helping people develop in their jobs. The commitment and dedication within the company is second to none next year marks the 30th anniversary for one employee and she is just one of many loyal and talented members of a great staff which I am proud to be a part of.” Churchill has high hopes for the future of DWE. “Even in the current economic climate, our company continues to grow and revenues are up 13 percent. I would love to see us grow to $100 million in sales. Growth brings opportunity for each of our employees.” We are looking to expand our use of technologies to support this growth and I look forward to my next big project, the implementation of a new ERP system from which the company will derive significant cost savings while enhancing our level of customer service. I look forward to continuing to be a part of one of the largest, independent electrical wholesale houses in the San Fernando Valley as we strive to become number one,” said Churchill. Victor Berrelez vice president of City National Bank, praised Churchill as “one of the hardest working people that (he) knows, always striving to have the best information for the bank and making the most effective use of our meetings and discussions” “In short, she is a pleasure to work with,” he added. Robert Dennen California United Bank Starting any business is a monumental task, and a bank is notorious for being extremely hard to start due to regulatory issues. But for Robert Dennen, he has not only succeeded, but excelled in the task. Started just over three years ago, California United Bank has rocketed from a start-up to an award winning business enterprise, much to the doing of CFO Dennen. Started with $35 million in capital, CUB achieved profitability after seven quarters. According to the CUB website “only the best people are good enough. From senior management to business lenders and from tellers to receptionists,” and Dennen helps set the bar for the company. He works closely with co-founder and CEO David Rainer who in June won a prestigious Entrepreneur of the Year award from Ernst and Young. Dennen, the executive vice president and chief financial officer for CUB, was previously senior vice president, chief financial officer of Pacific Crest Bank. He began his career with Pacific Crest Bank in 1985 and prior to that, he held key positions with Lloyd’s Bank, Security Pacific, and Deloitte and Touche. Dennen is a certified public accountant and a member of the American Institute of Certified Public Accountants. When California United Bank was getting off the ground three years ago, Dennen brought all of his 29 years of banking experience to the table, helping CUB to become one of the fastest-growing start-up banks in California history. He was instrumental in attracting investors that contributed more than $35 million in capital in two different offerings. Recently, Dennen’s anticipation of the tightening credit market led him to take steps to ensure sufficient cash flow; and the bank achieved profitability during a very challenging economic environment. “I am very excited about being a part of Cal United Bank management team,” Dennen said. “I helped start the bank, and being part of the founding group you are much more committed to the success of the company.” We have grown the bank, and we are right now larger that 50 percent of the banks in California and are planning to be a really significant player in the banking community,” he added. CUB General Counsel Anita Wolman told the Journal: “Bob is a really fine financial person, he has unparalleled expertise in banking and finance. On top of that he is a really fine human being. We absolutely have a great relationship; we could not do what we do without him,” added Wolman. Ari Morguelan Gina Hagen OPI Products Much like regular families, members of family owned companies have spats, and in the case of OPI Products, they have Gina Hagen to credit with holding the “OPI Family,” together. In the 15 years Gina Hagen has been with OPI Products, she has been instrumental in the company’s growth from 35 employees to a company that in its last fiscal year had more than 450 employees and $120 million in annual revenues. She was integral in the finding and hiring of key managers during the crucial start-up phase of the company and counts as one of her greatest successes being able to keep the company strong so they could obtain financing at reasonable rates, helping OPI to stay profitable and grow at a rate of 8 percent per year. Hagen has been with the beauty care products company for over 15 years, and has been influential not only in her capacity as CFO, but as a personality that has “glued,” the family owned company together. Hagen who has a bachelor of science degree from Loyola Marymount has worked previously as the accounting manager of Trust Company of the West, and for such accounting firms as Spicer & Oppenheim and Ernst and Young. Hagen has found a home at OPI which is now a world-wide brand name, and profitable business. “I just helped manage the banking/risk relationship.”Hagen said. “And also, I hope the brand recognition continues. I hope that the economy improves, and that the liquidity in the economy improves. Plus it helps to have low interest rates on our loans which allow OPI to survive hard economic times and to thrive.” she added. Ron Freed, vice president of City National Bank who works with Hagen, said she had been the CFO with OPI for over 14 years when he first met her. The company has grown tremendously and survived a multi-year legal dispute between the owners. Hagen helped keep the company operating. OPI has long been a leader in the community and within the professional beauty industry. OPI was founded in 1981 by President and CEO George Schaeffer, who immigrated to the U.S. as a child from post-World War II Eastern Europe. OPI continues to be family-owned, with Schaeffer at the helm, and has grown to become a leader in professional nail care. Cheryl Johnson RVL Group In the six years since Cheryl Johnson joined RVL Group, owner of Phoenix Fuel and Elite Aviation, Johnson has managed the acquisition of three companies, helped with the start-up of two others, and oversaw the divestiture of another company that had 25 subsidiaries. Under her auspices the company has grown 30 percent over the last five years and at fiscal year end, the company had revenues of $600 million. The budget controls Johnson put in place have allowed her to negotiate good loan terms and created positive cash flow for the company. RVL group is a composite company made up initially of three British aviation companies, and has expanded to be the holding company for local aviation companies, like Elite Aviation, and Phoenix Aviation in Phoenix. Providing services from fueling to private jet rentals, and aircraft management, RVL Group has a diverse group of subsidiaries, that all end up under the auspices of Johnson, and her office as CFO. Johnson has over 25 years of industry experience, and has worked in the Valley for over 11 years now, holds a BS from San Jose State in business administration and accounting and is also a CPA. Before joining RVL Group, Johnson was a CFO for both a telecom company and a government manufacturer, and a public accountant for Ernst and Young. Johnson oversees the controller, office manager, accounting manager, IT and HR departments in her capacity as CFO for RVL. Johnson told the Business Journal that she talks with the CEO of the company daily and meets formally two times a week. “I contributed (to company success) by putting budget controls in place, enabling the company to negotiate terms for loans;” adding that she has also “implemented strong financial reporting controls,” for RVL. Johnson is not only a perfectionist when it comes to her reporting, people who work with Johnson vouch for her personality and professionalism. Peggy Clark, partner at Bessolo Haworth and Vogel LLP has worked with her in a number of different capacities as a CFO of multiple companies. “I found her to be a very bright, conscience, professional to work with. “On one of the odd engagements we worked, she was always on top of her game in regards to the technical aspects of certain issues and also has an awareness of how to be tactful in conducting transactions.” She is a delightful professional to work with,” added Clark who’s known her about seven years. With over 20 years of aircraft industry experience RVL Group and Cheryl Johnson have set about to increase its holdings with tremendous success. Ari Morguelan FELIX LEUNG Life Alert Emergency Response Inc. Imagine an aging relative or friend who has fallen and cannot get up, let alone call for help, and worse, there is no one nearby who can provide assistance. Life Alert Emergency Response has a solution: a necklace, fitted with a button that can summon life-saving help via a 24/7 service, which will, in turn, send medical professionals speeding to the scene within minutes. Once a minor player among a number of companies that offered this crucial technology, Life Alert is now the major provider nationwide. A large share of the credit goes to chief financial officer Felix Leung. In his five-year tenure with Life Alert, Leung has reorganized the company’s financial structure from a cash basis to a system of formulated audited projections. “These have allowed us to set up lines of credit and secure low loan rates,” Leung said, “which have fostered new growth. When I first started, we were a cash only company, but now we are (better) prepared for the future and are thinking about going public. We also have a goal of becoming essentially paperless.” Leung grew up in Hong Kong and moved to London, where he earned a B.A. and an M.A. in finance studies at Cambridge. With a chartered accountant’s license the U.K. equivalent of a CPA in hand, he returned to Hong Kong to begin his career, which eventually led to Canada, and then Southern California. After serving as the vice president of finance and control for an old age home in Fountain View, he moved to Life Alert. Much of the credit for his success at Life Alert, Leung said, can be attributed to “great chemistry” with his boss, the CEO. And, he added, “I take a marketing approach. It isn’t just about numbers.” Decidedly a man who enjoys his work, Leung looks forward to going to the office in the morning, and the results over the past five years would seem to give solid evidence of his enthusiasm. Since 2002, revenues have jumped from $10 million to $65 million. But more than that, there’s great satisfaction in knowing the human value of his work. “Every day we’re actually saving lives,” he said. “It’s a great feeling to be a part of it.” John Mitchell GEORGE LINTZ QPC Lasers Inc. In true entrepreneurial style, George Lintz, along with co-founder Jeff Ungar, started QPC Lasers in Lintz’s garage in North Hollywood. That was back in 2001. By 2003, the two men had realized $200,000 for their efforts. By the end of 2007, their revenues had increased nearly 40 fold. QPC Lasers now employs 65 people, 19 of them Ph.Ds, and builds lasers imbedded in tiny chips. These are used in a variety of applications, from weapons systems for the Department of Defense that can destroy a target by melting it, to medical tools, and to new laser televisions now in development. The basic technology, Lintz explained, has been around for more than three decades, but not in the size that QPC Lasers provides. “You can’t actually see the lasers,” he said, “but they’re there, mirrors and all, visible only with a very high-powered microscope.” “Our niche,” he added, “is the small size, along with very high power and very high brightness.” Armed with an MBA from New York University, Lintz went into investment banking back in 1984, eventually running his own bank. Then he set his sights on the laser business; his went public two years ago. Lintz raised better than $55 million to fund the company, now headquartered in Sylmar. To date, QPC Lasers does all of the manufacturing there, at least as far as the foreseeable future is concerned, and has not engaged in product licensing. The big moment when he knew the company had arrived, Lintz recalled, was at the close of a major “shock and awe” presentation he gave to a potential customer who was a defense contractor. As the lights came up, the contractor’s representative simply shook his head and then said, “Well, we’ll either have to squash you or buy you.” Neither has happened, and QPC continues to grow, with revenues now doubling each year. “I love the work,” he said. “I feel we are making things the world can really use. With our work for the DoD, we’re helping to protect the nation, with our medical devices we’re contributing to people’s good health, and with the laser televisions that are on the way, we will entertain and enrich people’s lives.” JOHN MARQUIS Vallarta Supermarkets With 26 stores now in operation around Southern California and an eye toward more, Vallarta Supermarkets has come a long way since opening an 1,800-square-foot establishment in Van Nuys back in 1984. “In those days,” said CFO John Marquis, “we were mainly known for our meats and for our vegetables. Now we’re a full service super market still with a big reputation for fine meats and vegetables. And every store has a restaurant as well.” The growth has been rapid. In just the last five years, revenue has increased by 400 percent.” Two-thirds of Vallarta Supermarkets’ customers are Hispanic, with the balance heavily African-American and Asian. Vallarta Supermarkets are privately owned by a family that lives in the Valley. Now 38 years into a career that has been almost entirely in the financial world, Marquis has devoted three-and-a-half to Vallarta. But prior to that, it all began with a “great” job at Flying Tigers, and yes, he did get around. “I guess I went to Japan at least 30 times, as well as numerous trips to other parts of the Orient,” he said, “and there were countless trips to Europe. Once, in the space of just four weeks I traveled from L.A. to New York to Chicago to Tokyo and that included a two-week vacation in Chicago!” For the most part, Marquis has worked in banking. He has been the Executive Vice President for Operations for Transworld Bank, and prior to his current position he was Citibank’s Vice President for Commercial Banking. “Being CFO at Vallarta is a fun job,” he said of his first experience in retail, “because things are always changing. When you think about it, this is like a very large machine with a lot of moving parts.” Still, he said, it is a very demanding business, especially on the employees. “We’re open 365 days a year, from seven in the morning to eleven at night. And even when we’re closed, shelves are being stocked and maintenance is going on,” he said. “…And then our restaurant staffs come in at 4:00 a.m. to get ready for the day. So there’s a lot of work happening all the time.” John Mitchell Howard Miller Tower General Contractors Howard Miller, CFO at Tower General Contractors, would stand out among any class of corporate financial executives. While overseeing a 500 percent rate of growth during the past five years is phenomenal by anyone’s standards, Miller is not alone in being able to boast such high numbers among our list of the Valley’s Top CFOs. That growth, however, does put Miller among the “top of the top.” Tower has been named one of the fastest growing private companies in the Valley by the San Fernando Valley Business Journal, and one of the fastest in L.A. by the Los Angeles Business Journal. Alex Guerrero, Tower’s executive vice president, said the company’s growth is in large part due to Howard Miller’s efforts. “Howard has been the backbone for Tower during its meteoric rise as a highly ranked (in revenue) California general contractor,” Guerrero said. “There have been key factors in the success and exponential growth of Tower, and one of those is Howard’s ability to oversee the billing and collection of substantial amounts of money, and in planning a financial course for the company ” For his part, Miller believes being responsible for all the company’s finances is a duty he never takes lightly. “That’s what my responsibility is,” he said. “I take care of the lifeblood of the company. Every part is important in making a company like Tower thrive. It takes a good balance. Salesmen think they’re the most important. Accountants think they are. From an operational point of view managing cash flow is hugely important.” Miller has been working in finance in the Valley for his entire career, which has spanned more than 20 years, the last nine at Tower. Prior to taking his current position, he worked as controller at Ronco Enterprises. Miller has also owned his own business. In addition to overseeing Tower General Contractors’ day-to-day, as well as strategic finances, he is also in charge of HR and IT at the firm. With Miller as CFO, during its last fiscal year, Tower General Contractors brought in $27 million in revenues, and enjoyed profitability margins at more than five percent. He believes certain actions he has taken have contributed significantly to the success, which Tower has seen. “I set up and implemented a successful accounting-system reengineering program,” he said. ” I have been part of a very successful, growing company through tightening purchasing controls, increasing lines of credit, reducing AR, and implementing IT solutions to support our growth.” In his nomination application, Guerrero called Miller the “backbone” of the company. “We rely on Howard to keep the company moving forward and he always comes through,” Guerrero said. “Howard is a CFO who cannot only devise a great financial plan, he can also help implement it.” One of Miller’s major undertakings was to advise the firm’s CEO about the purchase of a new corporate headquarters. However, putting together the financials for the buy was only one challenge of that task. “The move was a search for over two years to find the right property to develop for our new headquarters,” he said. “As far as arranging the financing for the purchase, that was not difficult at all, because we did private financing. But, finding the right property in this area when there’s so very little out there was a real challenge.” Add one other criterion to the scarcity of local property fit to serve as the corporate headquarters of one of the state’s fastest growing companies, and one gets a better appreciation of why the task of locating the right space took Miller two full years. “We also wanted to buy something where we could have positive cash flow,” Miller said. “We lease some of the space to other tenants and we’ve achieved our goal with very high occupancy.” Miller lives in the Conejo Valley with his wife and two children. Jerry Otchis Bobrick Washroom Equipment Inc. financial operations of one of the largest and most recognizable names in washroom equipment around the globe. As with any other CFO, Otchis is responsible for the company’s financial issues, such as banking, loans, and credit accounts, as well as Bobrick’s overall financial strategy. But as the chief financial officer of a truly multinational company, he is also involved in areas such as foreign currency risk, foreign tax compliance and product liability on an international stage. Bobrick has a presence in five countries and has 500 employees. It sells products and services in 66 countries around the globe. Otchis oversees revenues that tallied up to $150 million in the firm’s last fiscal year. His direct-report staff is made up of five top-level executives, and a total of 22 subordinates working in finance. The company’s overall growth rate was 72 percent when combining the years from 2002 to 2007. The firm expected big results when it hired Otchis. That’s why officials chose a CPA and a bona fide finance wonk to take the reigns as Bobrick’s chief financial officer 27 years ago. Otchis has been in the accounting industry for 47 years. Prior positions include controller in the manufacturing industry, accountant and auditor at Price Waterhouse, as well as food-products vice president and corporate treasurer. But Bobrick was a company facing big financial challenges when Otchis first arrived. “When I got here there was no budget planning and no cost accounting,” Otchis said. According to fellow CPA, Mel Kohn of Kirsch, Kohn & Bridge, Otchis quickly set the company on track. “Now it’s a multinational,” Kohn said. “Jerry’s a real integral part of the day-to-day management of the company as well as future planning.” As Bobrick’s accountant of record, Kohn is in a position to quantify Otchis’ contribution to the company’s financial wellbeing. “Jerry is a very responsible guy,” Kohn said. “He is a hands-on part of Bobrick’s management team.” In recent years, Otchis has overseen the acquisition of a competitor in Oklahoma as well as another firm , a maker of baby-changing stations , in Colorado. In the case of the latter acquisition there was a significant technical snag but Otchis was undaunted. “We were dealing with integrating their accounting system with ours,” he said. “It was not compatible with anything else out there, so we had to operate with their records on their systems and with ours, then finally integrate the two. In essence we had two separate accounting systems that ran independently for a year.” Otchis meets daily with Bobrick’s president and CEO Mark Louchheim to discuss a wide range of the company’s most crucial matters. Bobrick is headquartered in North Hollywood and has a vast distribution center is Tennessee. It also operates in the United Kingdom, Australia and Canada. These days, the hardest part of his job is keeping current on the regulatory requirements in dozens of nations, as well as scores of foreign currency markets. “It’s fair to say we operate with the complexities of a company four or five times our size,” he said. Thom Senzee Tim Paulson Premier America Credit Union For Tim Paulson, being recognized as one the Valley’s Top CFOs is the culmination of 37 years of working to make sure the organizations that have employed him operate in the black, and being innovative while doing it. As the highest-level financial officer at Chatsworth-based Premier America Credit Union, Paulson sits near the pinnacle of the United States’ credit union community in terms of rankings by the National Credit Union Administration (NCUA). Premier America’s strength under Paulson’s financial shepherding is reflected by the fact that much larger institutions have less in assets than does his. Ranked 33rd nationally in terms of assets, the credit union has 66,600 members. In December, 2007, its assets were recorded at close to $1.4 billion. Compare that with the mammoth number-one credit union, which has more than 1.4 million members and $10.9 billion in assets. In fact, many of the credit unions ranked among the top 100 by NCUA have several times the number of members as Premier America, yet far less in assets. Tim Paulson credits several reasons for his credit union’s success. “We’re proud of the growth and profitability the credit union has enjoyed,” he said. “We control expenses better than most.” During the past five years, Paulson has overseen 10 to 12 percent annual growth. One achievement Paulson points to is his creation of a group at Premier America Credit Union that offers customers investment and insurance services. The advent of the new unit has resulted in revenue growth from the sale of investment- and insurance-related products and services from a half million dollars a couple of years ago to more than a million today. Those and other numbers, as well as his people skills are keys to Paulson’s success as a leader of a financial institution, according to some of his colleagues. Premier America Credit Union employs 200 people. Six of them report to Tim Paulson directly, as do all employees working in finance , a broad category at any credit union. This CFO believes having the right people on his staff is a fundamental part of ensuring impressive financials. “I’ve been able to hire some great people and shore up some potential staff problems and put together a really strong (team),” Paulson said. Paulson is a CPA, a member of the California Society of Certified Public Accountants, as well as the American Institute of Certified Public Accountants. Before his current post, he was treasurer of Litton Industries (now part of Northrop Grumman). Premier America was once Litton Employees’ Federal Credit Union. In addition to delivering extraordinary financial results during his tenure as Premier America Credit Union’s CFO, Paulson has also facilitated more than one acquisition, including that of $11 million JBL Credit Union. “I’ve fortunate to work for a dynamic organization that is willing to try a diverse range of innovations and activities,” he said. “We are always growing as a result.” Stephanie Snyder Helinet Aviation As Helinet Aviation’s chief financial officer, Stephanie Snyder has been at the helm of a major recapitalization effort and helped in a leading role as the company restructured from the ground up. Her success in those endeavors was augmented by her experience in the sale of two businesses in the past. In addition, Snyder oversaw the financial details of the company’s divestiture of its subsidiary, Cineflex Camera Systems. Helinet provides helicopter services to news media outlets, medical transport, organizations that perform transporting of organs, business executives, and the movie and television-entertainment industries. Helinet is a multi-million-dollar company with a growth rate of five to eight percent over the past five years. The company operates well in the black, but declines to say publicly what its margins are. Prior to coming to Helinet, Snyder was CFO of limousine service provider, CLS. She has a BA in business economics, with an accounting emphasis, which she earned at the University of California, Santa Barbara. She is also a Certified Public Accountant and a member of the California State Board of Accountancy, which regulates the accounting industry. Snyder is also a member of CalCPA, and the American Institute of Certified Public Accountants. Of being recognized by her peers as a top CFO, Snyder says the award means a great deal, especially because those who made the final selections represent a variety of industries. She, as so many other chief financial officers appear eager to do, defers credit for much of her success to her staff. “More than anything, it’s a testament to all of the employees I work with who contribute to making Helinet as successful as it has been,” Snyder said. “It is also recognition of the valuable service Helinet performs for our customers and the community as a whole.” Alan Purwin, Helinet’s founder and president, has come to rely on Stephanie Snyder for more than just sound financial management. He sees her as a partner in the business. “She’s a real team player and always rises to the challenge, no matter what it is,” he said. Positive impressions of Snyder among members of the Helinet team follow from the president’s office to the front desk. She credits her willingness to jump whenever, however, and wherever needed to get the job done for others’ goodwill toward her as a coworker and a boss. “Working for a mid-size company, I believe that the most important thing is flexibility, as challenges and new opportunities always arise,” Snyder said. “One must always be prepared to approach these situations with creativity and an open mind in order to find solutions that allow for growth while preserving thefinancial stability of the organization,” she said. One subordinate puts it more simply: “She’s awesome,” said Helinet receptionist, Paula Wayton. “She cares about the people around her and she’s easy to talk to.” One of the biggest challenges facing aviation companies, from major airlines to helicopter operators, today is fuel. But Helinet has been somewhat buffered from the devastation caused to similar companies by the rise in the cost of Jet-A fuel, thanks to Snyder’s foresight. “Fuel has been a difficult expense item,” she said. “Jet-A fuel has been getting so expensive that I’ve had to work hard to get us good credit lines and create stability in an uncertain time.” Uncertain times have made CFO Stephanie Snyder a bit of a cheerleader as well. “I want my employees to be happy,” she said. “I’m definitely spearheading our efforts to keep high morale and keep turnover low, as well as keeping customers happy.” Snyder says it is important to her and Helinet’s president to keep the company’s entrepreneurial spirit alive as the firm grows. Thom Senzee Chad Tew Viewpoint School Viewpoint School in Calabasas is on the move, growing by 20 percent in terms of enrollment, since the arrival eight years ago of CFO Chad Tew. The sixth largest independent school in California, Viewpoint is also growing financially, and doing so very rapidly, according to a colleague of Tew. “Chad’s extremely concerned with the well being of the school,” said Paul Rosenbaum, associate headmaster and COO at Viewpoint. “The bond offering he’s done stands unique among independent schools, and he’s spent a tremendous amount of time working diligently for our financial future. According to school officials, Viewpoint School’s future is built firmly on financial bedrock, thanks to Tew’s efforts. In fact, since his arrival eight years ago the institution’s operating budget has doubled to $30 million, and its assets have increased threefold to $53 million. Tew believes the best part of being at the head of an organization’s financial operations is the opportunity his job affords for “big-picture” thinking. “When you work at the top of the hierarchy,” he said. “You get to help other people also see the big picture the broad overview. Basically, I’m a planner.” One turn of events Tew did not plan provided him with a nearly ideal opportunity to prepare for his post at Viewpoint School. “I was a volunteer member of an independent school’s board of trustees when it kind of fell apart,” he said. “But out of the fall of St. Michael’s Episcopal in North Hollywood, we were able to found the Wesley School.” His success in helping found Wesley caught the attention of Viewpoint and the rest is history. As far as his own history, Tew has worked on the business end of education for more than 25 years. He served as UCLA Extension’s business manager before coming to Viewpoint. Prior to that he held the title of director of business for Chapman University in Orange County Tew has an MBA from USC, and earned his B.A. in English Literature at the University of Utah. He is also a certified public accountant. Tew said it was an honor to be nominated as one of the Valley’s Top CFOs, adding a bit of commentary about the under-the-radar nature of the job. “It has been noted that CFOs work with a sense of isolation,” he said. “We’re not out there like the marketing guys, or the CEOs.” Also, said Chew, working in the non-profit world adds another layer of opacity. “It’s great to be recognized and remind people that, while we are not-for-profit; we’re also not for loss.” Chad Tew is responsible for more than 100 employees and oversees six of them directly. His purview includes the school’s Business, Human Resources, and Maintenance Departments. He is also in charge of all building projects. However, as a nonprofit supported by a foundational corporation, Tew is also an officer of the Viewpoint Educational Foundation, serving as its treasurer. Personally, colleagues say Tew is a delight to work with, and is always the consummate CFO. “He’s a wonderful, good-humored guy,” said Paul Rosenbaum. “And always diligent in the way he works.” Other accomplishments and notable milestone’s Tew has under his belt include having brought the school’s debt-to-asset ration down from 50 percent to 30 percent; cut the school’s interest rate on outstanding debt by 40 percent, as well as having orchestrated a capital campaign to support $24 million in campus improvements. Tew persuaded his wife Laurel to leave a prestigious, high-visibility position as director of admissions for USC, to run admissions at Viewpoint. The couple has two children who attend Viewpoint school. “I get to work with my wife and see my kids at sporting events and assemblies,” he said. “It’s great.” Tommy Woo Western Commercial Bank One way to get recognized as one of the Valley’s Top CFOs is to start a bank. Even then, however, the challenge would still be to top the standard of performance set by Tommy Woo, CFO of Western Commercial Bank. Founded in 2006 by Woo and several other partners, Western Commercial has done with 14 employees and $120 million in assets what most similar financial institutions would require 40 to 50 full-time staff members to achieve, according to Woo and his colleagues. How can that be? “Technology, technology, technology,” Woo said. “Everyone is trained to multitask and use different types of information technology.” In addition to using all the high-tech tools he can get his hands on to do the job with optimum productivity, Woo is a big believer in teamwork. He is loath to take credit for the 400 percent growth rate Western Commercial Bank has enjoyed since its inception. He defers such credit to his subordinates and the financial-automation systems they use. Regardless of that humility, Woo was appreciative of the award honoring him as one of the San Fernando Valley’s top chief financial officers. “I wasn’t expecting this. It totally surprised me,” Woo told the Business Journal in a phone interview after the awards luncheon. “It is very nice to be nominated for the award, and recognized for doing a good job by your peers. But it was absolutely unexpected for me to be in the top 25 in the Valley.” Launched in February of ’06, with a $13.8 million initial stock offering, Western Commercial specializes in serving small businesses and entrepreneurs in the San Fernando Valley and northern Los Angeles region. Woo said after the bank’s launch he and the then 13-member staff embarked on a thrill-ride of rapid growth in terms of revenue, ending its last fiscal year with $4.96 million coming into its coffers. “I think several things contributed to our success,” Woo said. “An excellent group of people I work with is the key to my own success as a chief financial officer, as well as the bank’s success.” Another of the bank’s cofounders believes Woo’s intellect and personality keeps things moving, and contributes to the ability of the entire operation to do business with such a small staff. “I’ve been working with Tommy for three pleasurable years,” said Kathleen Bryan, chief credit officer. “He’s knowledgeable and intelligent. When you’re dealing with numbers, loans, clients and customer service all day, that really helps.” For his part Woo says he’s just good at giving directions and fostering a team-effort approach to every task and project. “Hopefully I give good direction.” Woo came to the financial field and banking 23 years ago, after earning both his bachelor’s degree and MBA from Louisiana State University. His job before becoming one of the co-founders of Western Commercial Bank, or “co-organizers” as Woo prefers to say, was as senior vice president and CFO of Inland Empire National Bank in Riverside. Today his areas of responsibility cover all of the bank’s operations aside from loans. Woo holds a certified public accountant’s license and works closely with CEO, Carl Raggio on a daily basis, as he does with Kathleen Bryan. “I can say, on a daily basis, Tommy is always available and willing to discuss both smaller and larger concerns at any time,” she said. “That was particularly important in the beginning, which was a major adjustment period for us all.” Those adjustments which Woo, Bryan and all of the fledgling bank’s staff had to make during its first year of operation included working “around the clock” in a fast-paced, high-growth environment with little in the way of resources. In addition to his teammates, Woo says another group of people are responsible for his and his bank’s success. “If it wasn’t for the support of the local business community we wouldn’t have succeeded at all,” he said. “We’re really lucky to be here in Woodland Hills, where there’s such a strong business community.” Thom Senzee
