After the merger of the Berklee College of Music and The Boston Conservatory, the policies and practices guiding both organizations needed to be harmonized to develop a cohesive budget.  For most of the administrative offices, the budget process drove integration of these policies and practices.  As the leader of the budget process for the merged
When Chief Financial Officer, Ben Harrison arrived at the company, their credit facility was maxed out. They had substantial amounts of uncollected receivables, angry vendors, and were heading towards violating their banking covenants. They had spent the last 13 months with a remote resource on an interim basis that did not provide mentorship, guidance, or