Director of Financial Planning and Analysis
DTCC
Total years of experience :21 years, 10 Months
- Tasked with overhauling the FP&A function supporting IT/Technology - Responsible for the reporting on the Global IT/Technology budgets at $720MM with $80MM Capex spend (50% of global spend)
- Manage a Global FP&A team across the United States with offshore locations in Chennai and Manila
- Designed and implemented the first forecast process for IT engaging the Chief Technology and Chief Development Officers
- Redesigned team structure to improve efficiency in execution and created bandwidth for added-value reporting
- Leading the effort on minimizing technology stranded costs for divested businesses
- Partnering with the Office of the Chief Information Officer to create synergies between Finance and Technology departments
- Improved monthly financial analysis for all areas and domains of Technology
- Working with Operations and Procurement to resolve accruals problems at the source and reduce volatility in monthly financials
- Project manager and one of the team leaders for the global finance transformation initiative moving all reporting to cloud based to Oracle Hyperion modules overseeing all testing and analysis throughout the project to completion
- Improved efficiencies across finance departments through the redesign of the chart of account and cost center structure
- Oversee the monthly close process for Internally developed software, capitalization, and amortization
- Created executive reporting dashboards for capitalization of projects providing insightful analysis versus budget and forecast
- Established the forecasting process for capital spend and financial implications with regard to timing of project completion dates
- Worked with the application development team and the Office of the Chief Information Officer to introduce controls regarding project structure, the change of billing codes, legal entities, and the global impact on allocations
- Streamlined the reporting process regarding all internally developed software projects to account for agile reporting methodology
- One of the leaders within Global Finance for implementing the 4 Disciplines of Execution initiative within Finance to reduce the financial close by 5 business days
- Responsible for building and establishing the FP&A function
- Recruited internally and externally to establish a global team of 1 Manager, 2 Operations Analysts and 3 Financial Analysts in New York City, Uniondale, Houston, London, and Vienna in alignment with Regional reporting needs
- Worked with FP&A SVP and CFO to shift from a silo to a unified approach to regions and team operations, improving global collaboration, reducing risk, improving efficiencies, and aligning strategic goals
- Responsible for all Monthly/Quarterly/Annual close results in addition to weekly revenue forecasting analysis
- Partnered with HR to produce improved headcount and compensation models in addition to providing the Executive Leadership Team (ELT) with global headcount tracking and evaluation dashboards
- Partnered with the CTO to set-up the financials of an off-shore operation for software developers in Bangalore, India
- Evaluated potential acquisition targets in-line with corporate goals and presented findings to the Executive Leadership Team
- Rolled-out monthly P&L performance packages including actuals, forecast variance analysis, and 2015 budget benchmarks
- Championed the project for redesigning all forecasting tools resulting in improved accuracy for business support and influenced strategic decision-making for the services business
- Centralized global reporting and introduced best practice methodologies to be adopted by all regions for uniform reporting
- Responsible for all ELT, Board, and Regional reporting financial and business decks
- Established a payroll housing database to consolidate all total salary actuals, forecasts, and incentive plans
- Improved reporting for global services business and global revenue - Introduced with the Salesforce Operations team a system to track services bookings and forecasting in addition to a process that aligns the services business financials with License deals
- Developed new metrics for analyzing the business at the granular level for new vs. existing clients, product-line profitability, attached rates for services bookings to license bookings, client tier analysis, and consultant chargeability
- Redesigned Transfer Pricing methodology to make it more favorable for divisions to loan out bench consultants to other regions
- Cleaned up historical contracts data for license and services bookings from 2009 to 2014 and going forward
- Member of the pipeline review team and the deal review team to highlight potential risks in the forecast
- Member of the Steering Committee tasked with evaluating a new PSA systems identifying NetSuite as the Services Reporting Tool for implementation in 2016 with the EVP of Global Operations and Support and Regional Heads of Services business
- Member of the Leadership Team at the Americas Financial Services division
• Improved operating and reporting processes to adapt to the continuously changing business model
- Manage the daily activities of the Global team overseeing a team of three analysts and the offshore team
- Develop financial models for forecasting, actuals reporting, and financial allocations
- Travelled to India to recruit and set-up off-shore support operations, resulting in savings of $200k annually
- Redesigned accounting ledger codes, cost centers, project labels, and department classifications to streamline accounting with management reporting expectations on reporting data
- Streamlined bookings and optimized processes at a country, divisional and global level in collaboration with the Global Corporate Controller, the Global Head of Reporting and Analysis, and local Controllerships
- Designed, developed, and maintained MIS data integrity processes to expedite reconciliations and accounting/business analytics including the automation of critical reports generated post monthly close
• Established a standardized reporting structure for the Budgeting, Forecasting, and Analysis Processes
- Lead Project Manager for the implementation and integration of Anaplan software to replace spreadsheets as the main reporting tool to improve operating efficiency and reporting accuracy
- Responsible for monthly financial reporting, financial close analysis, and production of all P&L’s including all post close Global budget and forecast variance analysis for all performance metrics of the business
- Responsible for overseeing and consolidating the Global 18 month rolling forecast with Regional COO’s
- Designed geographic P&L contribution structures to enable more uniform operations reporting
- Prepare all Performance Decks and Budget Analysis packs for the CEO and Global Management Team
- Produce a bi-weekly business tracker by location and Executive Dashboard analyzing key business metrics for billability, average billing rate, produced/deferred revenue, headcount, comp, and performance
• Support managing the firm’s financial performance, mergers and acquisitions
- Completed various due diligence exercises for the spin-off of the Managed Services business in 2007, the acquisition of City Practitioners in 2008, and pre-sale work for the purchase of Capco by FIS in 2010
- Develop budget targets, allocations and performance metrics for all with Regional COO’s and Heads
- Monitored and guided regional and global operations teams towards meeting financial targets
- Member of the North America Operations Board and Liaison between Global FP&A and Global Accounting
• Forecasted, analyzed and managed $380 MM media spend budget
- Worked with senior executive management (CFO, SVP of Marketing, and VP of Finance) to develop sophisticated allocation models to manage and track seasonal targets, financial plans, operating forecasts, and variance analysis
- Financially supervised over 40 buyers and Divisional VP’s to ensure adherence to budget targets
• Developed and managed post-merger financials for the integration of Marshall Fields
- Designed and implemented standardized reporting for the Marshall Field’s post-merger media spend
• Responsible for Financial Improvement and Compliance
- Managed a team of two accountants
- Prepared the budget proposals for years 2005 and 2006
- Conducted periodic cash flow and income statement forecasts to ensure budget compliance
- Directly responsible for a 15% expenses reduction and a 20% receivables increase
• Performed stock analysis and evaluation to examine potential investment opportunities
- Analyzed the consolidated financial statements of companies and financial ratios
- Made financial investment recommendations that resulted in returns of above 22% for clients within a six month period
• Managed capital projects, working with teams from planning and designing to completion.
- Participated in a national NA corporate training program on operations and operations management, receiving a certificate of completion
- Acted as coordinator for the raw mills area of the plant, which entailed supervising 30 employees and carrying out the completion of all daily objectives for production
- Traveled frequently to different plants across North America to receive intensive training sessions and to work on major capital projects
- Member of a team that planned the budget of capital projects for the 2002-2004 period
Thesis: Evaluation of the Bank of America and FleetBoston Financial merger
Double Specialization in Mechanical Design and Industrial Engineering