Name : Dan Tollman
Industry Type : Engineers
City & State : Boston,
Job Title CFO & EVP
Relocation Preferences :
Objective : CFO
Resume :  
aDan M. Tollman bringing people, purpose & profit to full potential

175 Blossom Street #603, Boston MA 02114 dtollman21[AT] M: (612) 382-8747 R: (857) 263-8097

My combination of specialized financial expertise and innovation with operational, organizational & insightful leadership capabilities produces consistent, significant growth in shareholder and enterprise value.

Achieving out of the ordinary success with a collaborative and inclusive leadership style sharply focused on bringing value to internal and external clients with out of the box solutions and ideas. Building an exciting environment generating high performance, creative and energized teams working hand in hand. A skillful selection of the right mix of talents and temperaments is key.

I am dedicated to building strong, long term, partner type relationships with key stakeholders, clients and strategic business partners that drives growth and profitability for the organization. 15 years in professional services targeted at the built environment in health care; industrial; government; higher education and transportation market segments requiring a deep understanding of critical business drivers. Managing distributed nationwide teams of more than 200 employees in more than 10 offices.

Utilizing my passion for working closely with teams at all levels of the organization to advance everyone to their full potential in a mid to large privately owned company.
21% share value increase
Increased share value by 21.2% average annually from $10.25 to $16.78 per share for fiscal years 2009; 2010 and 2011 despite recessionary conditions achieved partially through tax status restructuring and reorganization of underperforming areas of the company.

$3.6 Million
Increased company margins by 18% over the last 3 years by focusing the team on the upside of fixed price contracts and accelerating results from a project excellence and mentoring program. Additional projects delivered under budget added $3.6 Million directly to bottom line.

$1Million added to bottom line
Negotiated with Pentagon contracting officers to convert $40M contract for commissioning services from Time & Expense to Fixed Price while identifying & working closely on methods to improve efficiency in delivery with program manager. These efforts resulted in improvements to gross margin averaging $0.5M to $1M per year.

50% revenue growth
Expanded power delivery services to extend beyond traditional market of electric utility sub-station design and protective services to transmission and smart grid communication services with recent increases in excess of 50% to annual revenue. Developed team based strategies to open 2 additional offices & successfully find key electrical engineering talent in a strong employees market.

$5 Million New Federal Client
A differentiated strategy to get a large number of key employees cleared for USA government work requiring secret and top secret clearances yielded a federal agency that represents in excess of $5Million of new revenue. As President I maintained my Top Secret Security Clearance enabling the organization to win substantial ongoing contracts at multiple international locations.

DSO reduced by 37% below industry benchmark
Working collaboratively with the finance and project management teams reduced our Days Sales Outstanding to 46 days against an industry median of 73 days. The cash impact of this improvement added several million dollars to our available cash.


Strategic Planning & ExecutionCompany Vision Thought & Action Leader
Mergers, Acquisitions & IntegrationsKey Performance Indicators Impact
Legal & Contract ManagementReal Estate & Virtual Office Strategies
Employee Stock Ownership ProgramsComplex, Results Driven Tax Planning
Disadvantaged Category Sub-ConsultantsDepartment Mgmt. HR, IT, Mktg., Finance
ERP Systems OptimizationIncentive Performance Programs
Risk Management & MitigationInternational Office / Projects
Mentoring, Coaching & TrainingCash Cycle Reduction Techniques
Capital, Banking & Cash Flow Strengths Key Client Relationships
GAAP Revenue Recognition ExpertiseGovernment Procurement (FAR)

Envirobusiness, Inc. doing business as EBI Consulting - a family owned ENR200 national environmental engineering and due diligence compliance company headquartered in the Greater Boston area
February 2013 to Current

As the senior operating and financial executive at EBI building a best in class accounting, financial planning, human resources and information technology support structure enabling the achievement in FY2013 of 20%+ revenue growth with profitability levels at twice the A&E industry average. Implemented system, hiring and process improvements to drive significant gross margins gains combined with cost containment initiatives in sales and administrative costs generating a combined improvement to profitability in excess of 40%.

Sebesta Blomberg & Associates, Inc. an ENR500 national engineering company headquartered in St. Paul, MN with offices in Chicago IL, Boston MA, DC, Dallas TX, Houston TX, Austin TX, Cedar Rapids IA, Madison WI, Fargo ND, Atlanta GA and Raleigh NC.
March 1998 to September 2012

Built a 15-year record of progressive achievement and advancement at Sebesta Blomberg. I was able to play a key leadership role growing & developing it into a 200+ person, multiple offices organization with a nationally recognized brand in commissioning, LEED, sustainability, energy, and engineering company.

Successfully transitioned Sebesta Blomberg from 1st generation of multiple owners to 2nd generation and subsequently to 100% employee owned S corporation while conserving strong cash & balance sheet position and eliminating multi million dollar tax liability on balance sheet. Implemented cash flow mitigation strategy associated with ESOP & Stock re-purchase liabilities deploying forecasting analysis & modeling. Transactional debt was repaid within 9 months due to intensive management of working capital.
Led strategic planning retreats to advance development of companys vision and major strategies to achieve agreed upon milestones and timelines.
Designed and implemented a simple, yet organizationally tailored incentive compensation program embracing project team success to regional management to market sector profitability, revenue and backlog growth hinged on cash flow metrics.
Transitioned company from minority ESOP to majority ESOP to 100% S Corporation ESOP. Accomplished significant increase in share price partially driven by advantageous tax position and positive impact on cash flow.
Inculcated culture of ESOP ownership /entrepreneurship empowering employees to recognize and act upon their ability to drive results and improvements. Emphasized the critical need for openness and honesty to gain the trust and confidence of employee owners while balancing an understanding and appreciation for the distinction between management and ownership.
Designed & received approval from the Board of Directors for a (SARS) Stock Appreciation Rights Program for key stakeholders to retain and recruit top talent in the organization. This program has been the tipping point for success in several key hires over the last 18 months.
Used root-cause problem solving to manage issues with a major heath care system client. As principal in charge assisted with a highly complex research center development where contractor was the primary cause of significant delays and quality failures. The project/s were brought to a successful conclusion and generated additional fees to justify our companys contribution.
Client testimony: With your involvement Sebesta Blomberg restored its reputation with us as the gold standard for commissioning.
Divested companys interest in engineering practice in Shanghai, PRC removing costs and losses of $0.5Million annually allowing additional focus on the companys areas of strength.

COO & CFO 2005 - 2008
Negotiated favorable terms with Wells Fargo Bank to support ownership transition and remove personal guarantees from credit agreement. Banking strategies have been a consistent strength throughout the development of Sebesta Blomberg based on my consistency of trusted professional relationships.
Restructured organization to be client focused requiring specialization in primary market sectors facilitating depth of industry specific knowledge and experience to distinguish companys competitive and unique value to clients.
Improved focus on project profitability through capture and training of best practices relative to client retention, repeat projects and improved margins. Installed project excellence team consisting of the most successful project managers who mentored other individuals to increase the number & consistent quality of highly competent project managers within the organization.
Implemented GASB and FASAB accounting and a Yellow Book Audit for compliance with Government Accounting Standards to participate in government projects requiring this higher level of accounting treatment.

CFO 2000 - 2008
Facilitated USA funding for a Wind Farm in China and was able to negotiate early repatriation of funds for successful conclusion of financing phase.
Implemented robust revenue recognition process in conjunction with a reduction in days to complete comprehensive financial reporting to management
Negotiated below market long-term fixed rate finance for companys corporate headquarters subsequently resulting in an enhanced value for the property. This property sold for 2.4 times its original cost within 6.5 years.
Transitioned company to new ERP system and designed modules from base platform for financial reporting, project management, CRM, marketing library and HR.
Acquired and subsequently integrated three engineering specialty groups.
Worked closely with the leader of Commissioning to increase the diversity of projects and expand the delivery of commissioning services. Communicated key metrics specific to this service that helped grow this suite of services into a 60% contributor to company revenues and profits.

CONTROLLER 1998 - 1999
Reduced cash cycle by 15 days substantially reducing use of credit line. Negotiated intra month billing with critical high volume, major clients.
Reduced costs by consolidating 3 independent business system into a single ERP system eliminating duplication and opportunity for inconsistencies in finance department
Developed key performance indicators and trend analysis to drive strategic decision making for aggressive growth, organically and geographically.
Managed real estate transactions in multiple states sourcing locations and negotiating advantageous terms.
Managed international tax considerations with employees working on projects in foreign countries


Post Graduate Dipl. in Accounting (Masters Degree Equivalent)
University of Natal, Durban, South Africa (1977)

Bachelor of Commerce Degree
Accounting and Management Accounting (Double Major)
University of Natal, Durban, South Africa (1975)

Certified Design Accountants of America CDAA (2000)

Professional Memberships:
Financial Executives International, American General Contractors, American Council of Engineering Companies, Chief Executive Network, United States Green Building Council, ACEC Finance Forum, AEC Industry Accounting & Financial Professionals, A/E Growth & Ownership Strategies Group, Consulting Specifying Engineer, McGraw Hill Construction, Sustainability Professionals, Corporate Real Estate, Design Build Institute of America, Design Build Institute of Construction Professionals.

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