Executive Resume
Michael A. Grant, C.P.A.
P.O. Box 1744 Shingle Springs, CA 95682
Phone: (916) 628-4663 Email: mgrant8163[at]aol.com
Leadership Profile
Executive Operations Leadership, Strategic Planning, Financial/Budget Management, Contract Negotiations,
Strategic Alliances, Banking/Investor Relations, Mergers/Acquisitions, Team Building, Training/Motivation
Results-oriented financial/operations executive with a documented record of startup and turnaround performance. Unique blend of skills and abilities in operations, financial analysis, financial reporting, feasibility analysis, due diligence, acquisition negotiation, staff training, staff motivation, and supervision. Progressively responsible positions in both private and public companies, including day-to-day operations management, budget preparation and maintenance, cash flow analysis, and projections, debt, equity and off-balance-sheet financing, overall P&L responsibilities, and strategic planning. Highly skilled negotiator and problem solver in analyzing situations and implementing process improvements for bottom-line profitability. Expertise in managing companies in high-growth or crisis situations.
Grew a small custom home-building business from annual revenues of $3.9 million to $36.5 million in four years with a corresponding increase in gross profits from $264,000 to more than $8.8 million, as illustrated below:

Professional Experience
Green Barn, LLC and Creative Concrete Products, LLCSacramento, California
President2007 to present
Recruited to assist the Bay Area regional office of a large public homebuilder with the quarterly business plan update, the net realizable value (NRV) adjustments to land costs for all of the Bay Area and Central Valley subdivisions, and other special projects. Carry full financial and operational responsibility for Creative Concrete Products, a recent re-acquisitionduring the first two years of ownership, annual sales increased an average of 345 percent and the gross margin increased 20 percent. Since its re-acquisition, sales are ahead of the same period in the prior year by 65 percent and other labor costs have decreased by 45 percent. Currently building a new database to standardize pricing and add the ability to quickly sort through literally thousands of products available to customers. Also currently designing a marketing plan and marketing materials focusing on commercial customers.
Conducted lot-by-lot cost analyses and discovered reporting errors that impacted financial and business reporting; corrected the errors and adjusted the financial statements for over $8 million in land cost errors.
Created a new Excel database proforma model which included the corrected lot costs, and added the capabilities for NRV reporting and summarizing data on the fly for better decision making and reporting capabilities. The new model was implemented for all projects throughout California.
Completed a proforma cash flow analysis that was used for negotiations with the home builders equity partner to sell off their interest in a high rise condo project, avoiding a $6 million loss.

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Premier Homes Properties, Inc.Roseville, California
EVP, Operations/CFO2001 to 2007
Developed and implemented strategic planning via the companys first business plan and budgets for all areas. Integrated a cash flow management system into the strategic plan to provide proforma data on all current and future investment decisions. Directed all construction, land acquisition, forward planning, development, purchasing, computerized data processing and information systems, finance, accounting, corporate and personal tax preparation and planning, and risk management activities. Set up a reinvestment program that channeled all cash from operations back into the company, providing the ability to carry large non-refundable deposits on several large construction projects. Changed the pricing and sales methodology to incorporate a phased pricing plan with step-wise price increases in sales releases to ensure the maximum sale price for homes.
Achieved record-setting closings and profitability each year. As an example, home closings increased from 30 homes in 2002 to 122 homes in 2005, a 307 percent increase. Net income before tax increased from $849,000 to $7.4 million in 2004, a 772 percent increase.
Cultivated new banking relationships to provide acquisition, development, and construction financing of $250 million.
Built and maintained excellent working relationships with outside bonding companies, securing performance, labor, and material bonds in excess of $80 million.
Created all offsite contracts for subcontractors, suppliers, and consultants to standardize insurance and indemnity requirement compliance.

Standard Pacific CorporationPleasanton, California
Controller, East Bay Division1999 to 2001
Carried full financial responsibility for all aspects of accounting, including general ledger, job costing, and accounts payable. Assisted in the preparation and review of current and proforma projects for land acquisitions, forward planning, purchasing, construction, and sales. Served as liaison between corporate headquarters and the division for cash flows, strategic business planning, information systems, SEC and GAAP financial reporting, internal and external audits, and financing transactions. Developed the first standardized proforma format for use within the division; the success of this program resulted in it being applied to all divisions. Developed divisional software programs for use by operations in construction scheduling, contract management, option sales coordination, and escrow tracking.
Prepared all business plans and directed all budgets for deliveries, gross profit, and net income before tax. The built-in accountability functions allowed managers to track performance and exceed sales, production, and delivery goals. First-year net income before tax was $30 million and rose to $41 million the following year. The Northern California operations constituted approximately 40 percent of the entire corporations bottom line income before tax.
Effectively managed divisional contingencies to report consistent consolidated Northern California financial results.
Completed an off-balance-sheet financing transaction with Acacia Capital for 550 lots in the amount of $48 million in 20 days, 535 lots in Hayward for $110 million, and an A&D loan with Housing Capital for 183 lots totaling $32 million. No other Standard Pacific controller had ever had as active a role in project financing functions.
Initiated a quarterly performance requirement for all accounting staff to suggest cost-saving ideas, resulting in an annual savings of more than $200,000.

Western Pacific Housing Pleasanton, California
Vice President/Controller, Bay Area Division1997 to 1999
Carried full financial responsibility for acquisitions, current projects, general and administrative expenses, warranty costs and design center operations. Directed lot-by-lot budgets, cash-flow analyses (including anticipated closings, starts, and accounts payable cash requirements), feasibility analyses for future acquisitions and audits of due diligence packages, review of sales for compliance to projected results, and risk management functions. Set up a new accounting department and completed the decentralization of processing all divisional invoices including the on-site processing of accounts payable, internal and external budget preparation, and standardized divisional financial reporting. Reviewed divisional subcontracts and consulting agreements and identified significant contractual weaknesses, initiated changes to and implemented standardized contracts for future execution and drafted contract amendments.

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Prepared the first-ever business plan by a division. Reorganized corporate reporting requirements to include an annual business plan, a monthly business plan update, and general/administration expense reporting with variance analyses. Successfully incorporated lot transfer costs into the corporate accounting method. Worked with corporate consultants to provide cash flow downloads from the accounting system into spreadsheet business plan templates.
Implemented comprehensive reporting allowing managers to track performance and meet departmental goals. The first full year of operations yielded $63 million in revenues and the following years projections were $83 million.

Summergate, LLC Sacramento, California
General Partner 1996 to 1997
Directed the set-up of this newly-formed limited liability company to acquire and develop a previously foreclosed property and build and sell 105 townhomes. Directed feasibility analyses, due diligence, equity and debt financing, and acquisition of The Village at Summergate in Tracy, California. Provided leadership for all sales, marketing, purchasing, accounting and administrative functions. Carried full P&L responsibility and budget maintenance of more than $12 million in revenues. Researched and purchased an automated accounting application that included a job-cost system, which was fully implemented and running within 30 days of software selection.
Reduced costs by more than $350,000 by implementing effective competitive bidding techniques.
Prepared proformas and financial materials for the acquisition that resulted in a net profit of $2 million.

Richmond American HomesRancho Cordova, California
Vice President, Finance1993 to 1996
Directed all state-wide financial functions including SEC financial reporting, bank financing, cash flow reporting, strategic business planning, budgeting, proforma and market analyses of all acquisitions, evaluation of asset performance, and presentation of results to board members. Monetized Northern California high cost properties and replaced them with low-cost land under flexible purchase terms to manage risk in an unstable market. Completed the acquisition of more than 1,900 finished lots.
Decreased northern division unsold home inventories from 60 to 10, an 83 percent decrease.
Reorganized the division and reduced general and overhead expenses 3 percent. The division returned to profitability in the first quarter of 1996, the first profitable quarter since 1992.
Spearheaded the acquisition of investment properties yielding revenues from $50 to more than $140 million.
Acquired Mesa Homes from Kemper Financial for $20 million increasing the southern divisions revenues $100 million over the next four-year period with net profits in excess of $15 million.
Education/Professional Development
BS, Applied Arts and Sciences, specializing in Business Administration-Finance, San Diego State University, San Diego, CA1980.
Leadership Resources Management Development seminars1998.
Toastmasters International Communication and Leadership Program 1998.
Professional Affiliations/Licensing
California State Contractors License, Class B.
California State Board of Accountancy Certified Public Accountant.
Home Builders Association of Northern California1999 to 2006.
HomeAid Northern California Chief Financial Officer and Finance Committee1999 to 2001.
American Institute of Certified Public Accountants1984.
California Society of Certified Public Accountants1984.