Chief Financial Officer

Stewardship

• Protect assets of business.
• Analyze historical performance.
• Perform transaction accounting.
• Report on costs.
• Reconcile ad hoc financial systems.
• Manage an overload of targets, measures and controls.

Operator

• Optimize back-office structure and payroll processing.
• Standardize process and data.
• Leverage technology spend and ERP.
• Eliminate unnecessary processes.
• React to compliance, tax and regulatory issues.

Financing and Investor Relations

• Manage bank relations.
• Manage working capital and cash.
• Hedge (e.g., commodities, foreign currencies, interest).

Enhancer

• Develop analytical tools and key performance indicators (“KPIs”).
• Promptly analyze the business & provide highly reliable forecasts (i.e., understanding run rate) and then suggest improvements.
• “Enable” business managers to respond to events.
• Anticipate information requests from stakeholders.
• Optimize treasury, cash and working capital and minimize total cost of capital.
• Advise and set-up organizational and governance structure between companies including technical/management capabilities (“Talent Management”).
• Evaluate shared services options.

Strategist

• Provide input into strategic decision-making, both domestically and internationally.
• Influence the future direction of the company and align business and finance growth strategy.
• Maximize investment portfolio (i.e., products, customers and business units) across markets.
• Develop strategic rationale for:
  • Alliances and joint ventures.
  • Acquisitions as well as candidate screening, negotiation and other support.
• Identify trapped segment value.
• Manage financial (e.g., tax, credit ) and business (i.e., markets, length of terms of contracts, fixed cost base, hedging, insurance coverage) risks.

Catalyst

• Stimulate and drive the timely execution of change in the company.
• Assist and drive business improvement initiatives (e.g., procurement/supply chain, pricing execution, capital expenditure, financial and operational reporting) including stabilization of financial and operating performance.
• Align the structure (and incentives) of the organization and manage costs for current and expected requirements of the business.

Strategy

• Define and set medium to long-term strategic objectives (e.g., growth, borrowing capacity, new markets and new lines of production and optimizing resource allocations).
• Evaluate and mitigate risks.
• Assess revenue streams (e.g., customer, contract, product, business unit, market and work force) and define performance improvement initiatives.
• Define tax efficient group structure.

Business Planning & Performance Analytics

Business Planning

• Define plans and set operating and capital budgets.
• Forecast performance of business and proactively reallocate resources.
• Develop 13 week cash flow models.

Performance Analytics

• Understanding business requirements of readers and define:
  • Financial and operational reports; and
  • Dashboards and key performance indicators.

Performance Reporting Systems Optimization

• Improve accuracy and speed of consistent reporting of historical results and forecasts.
• Provide actual versus budgets/forecast variances and analysis.
• Provide financial and operational (e.g., pipelines, sales force, marketing, customer satisfaction, supply chain) analyses for business unit leaders.

Financial and Business Operations Transformation

• Design and set-up stable and efficient financial and back-office organization.
• Eliminate redundant processes.
• Improve financial and business (e.g., sales pipeline) systems and processes via efficient use of technology and well documented procedures.
• Manage and authorize work flows efficiently with strong financial and business controls.
• Align organization and define and implement cost reductions and RIF planning.
• Review and strategically manage sourcing and suppliers.

Working Capital Management and Treasury

• Manage and benchmark working capital and cash acceleration.
• Reengineer order to cash process.
• Improve inventory management controls and reporting.
• Maximize asset efficiency (e.g., leased versus capital purchases).

Corporate Governance and Transparency

• Set, define and author:
  • Organization chart;
  • Roles, responsibilities and service requirements by position and department; and
  • Accounting and authorization manuals.
• Good corporate governance and proactive boards which clearly understand their roles and responsibilities.
• Set reporting requirements by position and department so there is transparent reporting.
• Develop incentive plans align with strategy.

Transactions & Restructuring

Transactions and Restructuring

• Fair Market Value.
• Fairness Opinions.
• Solvency Onions.

Accounting

• Valuations arising from business combinations in accordance with Accounting Standards Codification 805 and 350.
• Fresh Start Accounting.

Gift & Estate Taxes and Awards

Gifts & Estate Taxes

• Valuation of private companies for gifts and inheritance purposes.

ESOPs and Incentive Stock Plans

• Valuation of employee incentive plan stock for tax purposes and setting performance targets.

Damages & Expert Witness

Damages Assessment

• Establishing and defending the value of a business in the context of potential litigation.
• Critiquing the analysis of other experts.

Expert Witness

• Advisory and expert witness support for disputes.
• Experienced in federal, state and bankruptcy courts.