Experience
Dec 2018 | Present
Energy Consultant Manager
Guides homeowners through California’s evolving energy policy, translating complex environmental regulation into clear financial decisions. Oversees an assigned territory of leads and customers, building trust through education and transparent, side-by-side cost modeling.
Jul 2012 | Jul 2017
VP & General Manager, Commercial Credit
Launched and led a new commercial lending line from the ground up, setting policy, structuring the sales organization, and managing relationships across major dealer accounts and banking partners to drive rapid, disciplined growth.
Jul 2009 | Jul 2012
Director of Finance
Built financial models, cash flow projections, and a strategy for new business ventures, while managing capital raising campaigns and leading due diligence on credit facilities, valuations, and a major cross-border partnership.
Senior Financial Analyst
Partnered directly with the president and chief financial officer on annual audits and monthly financials, focusing on operating expenses and compensation while building strong data reporting capabilities across the organization.
Senior Auditor, Audit & Assurance Services
Audited financial statements and internal controls for a mix of public and private clients across media, technology, and industrial sectors, while leading recruiting efforts and mentoring incoming team members.
Results
Building a Lending
Business from Nothing
A commercial lending concept existed only as an idea before Pat built the operating model, the underwriting discipline, and the team behind it. The portfolio now carries a value in the hundreds of millions, and it runs at an operating expense ratio of 3% of revenue, a mark that stands as an industry best.
Protecting Ownership
in a $250M Negotiation
The opening offer on a $250M investment would have cost the company far more equity than its leadership was willing to give. Pat led the counter, cut the proposed dilution in half, and preserved majority ownership for the founding group. The final structure also locked in lending relationships that continue to support growth today.
Turning Technology
into Capacity
Off-the-shelf systems could not handle what the business needed, so Pat commissioned and delivered a proprietary CRM platform built around how the portfolio actually worked. Account managers gained as much as 50% more capacity, and portfolio losses fell by more than half.
Expertise
Operational Finance
Financial Planning & Analysis
Forecasting & Budgeting
Capital Raising
Corporate Valuation
Cash Flow Management
Credit Risk Management
Underwriting Frameworks
Asset Backed Securitization
Portfolio Risk Management
Due Diligence
Regulatory Compliance (SOX 404)
Banking Relationships
Dealer & Partner Relations
Board & Investor Relations
Contract Negotiation
Client Relationship Management
Strategic Partnerships
Process Design & Reengineering
KPI Development & Reporting
CRM Systems Development
Business Unit Startup
Change Management
Cross Functional Leadership
Team Building & Leadership
Recruiting & Training
Mentoring & Coaching
Compensation & Pay Structure
HR Program Development
Nonprofit & Board Leadership
Education
Master of Accountancy | Accounting
Bowling Green State University
Bachelor of Business Administration | Accountancy
University of Notre Dame
Meet Pat
Q & A
Why did you choose your profession?
I wanted to understand how a business actually works. Not the version presented in an annual report, but the mechanics underneath it: where the money moves, where the controls hold, where they quietly fail. Auditing gave me the best vantage point for that. It let me take a company apart piece by piece and see what made it function, or what was keeping it from functioning. Few roles give you that level of access across so many different organizations so early in a career.
Who is the one person who has done the most to shape you into who you are today?
I had a professor in college I never should have met. Jim Bellis taught a course called Peoples of Africa, and it was the only class that fit my schedule and satisfied my anthropology elective. I had no expectations going in.
Professor Bellis looked and carried himself like a cross between Santa Claus and Uncle Jesse from The Dukes of Hazzard, which was not who I expected to be teaching this subject. But you felt his energy the moment he started speaking. He told vivid stories about the years he and his family spent in Africa, and by the second week we were showing up not for the credit but to hear what he would tell us next.
Before the semester ended, I knew the relationship was not meant to stop there. We began meeting outside of class, and he eventually met my family during one of their visits to campus. His curiosity about people and his passion for his work changed how I thought about my own.
The lesson that stayed with me: putting yourself somewhere unfamiliar and uncomfortable is usually where the opportunity is, and you come out of it a better version of yourself. If the drive and the interest are there, your ability catches up, and other people pick it up from you along the way.
What has been the greatest accomplishment of your life so far?
Operating a nonprofit in my mother’s honor. We help people who often cannot find assistance anywhere else. I work alongside my friends, I am not paid for a single hour of it, and I get far more out of it than I put in.
The events we hold and the care packages we send out make the work genuinely fun, but the real fuel is the energy that comes back from the people we serve. That is what sustains the effort year after year.
How would your peers and team members describe your responsiveness as a leader?
You would get a range of answers, and I think that is the point. My responsiveness is deliberate rather than uniform.
With people, my first job is to understand what actually motivates the individual. Some need me close in and available. Others do their best work when I set the expectation, step back, and let them own it. Reading that correctly is the responsibility I take most seriously, and once I have read it, I manage to it.
With work itself, I triage against what the business needs most. I look at what is genuinely urgent versus what feels urgent, and I move on the items at the top of that list first. My team knows that when something is time-sensitive or blocking them, I respond quickly. They also know that when something needs thought rather than speed, I will take the time to give them a real answer instead of a fast one.