Amir F. Khan Email & Phone Number

New York, Ny, Us

New York, Ny

Technology Budget & Expense Management │ Cost Benefit Analysis │ Financial Planning & Analysis │ Month-End Close & Monthly ForecastingOversee all aspects of performance measurement, budgeting, forecasting, expense and resource management, business cost allocations, and compliance to GAAP/MSTAT for a $1B Tech spend. Built analysis team and led all financials for multiyear IT Transformation program that combined new investments, outsourcing and new hires. Managed additional accountability for quarterly reporting to senior leadership team and leading team in the provision of cost-benefit analyses for newly created investment committee.Cost Savings StrategiesCreated and implemented Cost-Benefit Analysis financial views for the Capital Investment Committee, providing analysis and visibility for incremental costs and hard saves driven by strategic programs.Program DevelopmentProvided multiyear views of strategic programs across various business units totaling $1.1B by coordinating the collection of financial and status data from 150+ stakeholders spanning various business units.

Somerset, Nj

Cost Control │ Technology Integration Planning │ Financial Reporting │ Team LeadershipManaged and controlled technology spend and created efficiencies through a shared technology utility, for this PE-backed company on an IPO track. Maintained direct oversight of five-person team and indirect of an additional six project managers. Hard-line report to CFO and dotted-line to CIO. Managed and supervised annual budgets, quarterly estimates for operating expense, capital project portfolio, monthly close and forecast, and reporting monthly financials for executive management and Private Equity stakeholders.Financial Business ModelsGenerated $1.2M of GAAP savings via balance sheet review within the first quarter of employment, while developing a bottom-up chargeback model, creating transparency and levers for business units to control current costs and estimate future recurring costs.Cost Control StrategiesLed the consolidation of IT spend across multiple business units that generated $35M savings over three years, including network and labor costs.Best PracticesEnhanced and standardized the business unit's accounting policies and implemented new processes to monitor compliance with such policies, while maintaining the company's accounting policy manual.Process ImprovementCreated process improvements to procurement, approval matrix/routing, GL coding of requisitions and PeopleSoft reporting, resulting in productivity gains, while aiding in the design of new internal controls that resulted from the adoption of new accounting standards.

New York, Ny

Vice President Finance – Corporate IT Division, 2009 – 2014 Director of Finance – Corporate IT Division, 2007 – 2009Business Transformation │ Executive Level Advisor │ Long Term Strategic Planning │ Budget ManagementManaged technology spend, implement governance and control, and provide spend visibility to C-suite. As de facto head of IT Finance, reported directly to CIO and CAO. Led development of long-range business plans, annual budgets, and quarterly estimates for expenses and capital costs for the division. Supervised and ensured the timely execution of all monthly financial reporting for the CFO, CTO and CAO, including the monthly financial close process, while preparing detailed variance explanations.Resource ManagementAttained $35M savings and eliminated shadow IT spend with the creation of a shared Technology Center of Excellence, sourcing vendor for automation, billing spend pillars, assessing Total Cost of Ownership, and inventing a bottom-up allocation model.Cost SavingsDrove an additional $25M in savings by consolidating spend under one umbrella; establishing a low-cost, Atlanta-based center for technology functions, reducing labor costs, and designing plan to integrate real estate holdings over 10-year term.Report Generation OptimizationDeveloped and leveraged financial and business reporting systems to optimize the monthly close along with the financial reporting process.Process ImprovementImplemented an Information Technology Financial Management system, enhancing cost transparency to senior management and key stakeholders, and received a "Certificate of Excellence" from the CIO within the first year for making effective process improvements.Technology IntegrationsCreated and presented annual IT allocations to all business unit CFOs, as well as customized reporting for capital projects and expense allocations for C-level executives.

New York, Ny

Expense and Income Reporting │ Team Building │ Business Consolidation │ StreamliningManaged multimillion-dollar monthly interest expense and income on outstanding intercompany loans within Citigroup Corporate and Investment Banking, progressing to building a new finance team to support multimillion-dollar spend of shared utility, and culminating Citigroup tenure within Operations and Technology as VP and Financial Controller.Operational EfficiencyManaged Infrastructure Efficiency program that generated $250M savings over five years by consolidating Network vendors, eliminating duplicate circuits, and outsourcing labor costs to low-cost locations.

New York, Ny

Assistant Vice President, Controller's Group and Equity Derivatives Trade Support – Citigroup Corporate and Investment Banking, 2000 – 2001Senior Accountant, US Broker Dealer Accounting and Interest Control, Citigroup Corporate and Investment Banking, 1998 – 2000.