Brad Anderson Email & Phone Number

Cincinnati, Ohio, United States

• Led FP&A at a $5 million Series A SaaS startup, guiding annual business planning, monthly leadership reviews, and compensation strategies. Developed robust financial models based on GAAP and SaaS metrics, mentoring.
• Established plans delivering 40% year-over-year ARR growth, 60% cash efficiency improvement, 110% Net Revenue Retention (NRR), and +400 basis points of Gross Margin (GM).
• Achieved 100% employee satisfaction by designing and employing comprehensive organization-wide compensation plans.
• Assisted CEO in securing Series A funding by preparing due diligence materials and developing financial model scenarios, leading to 3 years of extended cash runway with options for additional funding.

Cincinnati, Ohio, United States

• As the lead in finance and operations for a pre-revenue startup specializing in DTC residential air health automation and energy savings, I drove financial modeling, technology/market research, and operational design..
• Collaborated with founder and external corporate partners to develop a business model projected to generate $50+ million in annual sales with attractive MOIC.
• Enabled securing $2 million in seed funding by designing detailed, bottom-up financial model and operational plans with pro forma statements, scenario sensitivity analysis, and key investor exhibits.

• As Director of Global Internal Audit for Brand & Sales Organizations, I lead cross-functional audit teams in executing strategic test of controls initiatives, prioritizing enterprise risk management across regional and.
• Transformed framework, methodologies, and standards governing P&G's global brand audit initiatives.
• Orchestrated risk assurance leadership at P&G's industry-leading audit group to oversee global Marketing and NA & LATAM Brand and Sales sectors, encompassing $45 billion in sales.
• Conducted risk coverage assessments and formulated comprehensive risk strategies for P&G's global marketing function aimed at proposing measures to mitigate exposure across $10+ billion annual expenditures.

• As Director of Finance for U.S. Sales, Regional Grocery & Home Improvement, I directed finance operations and played a pivotal role as a key executive team member for a $3.5 billion sales organization, overseeing 45.
• Attained +8% annual sales and +10% profit growth, expanded market share in 8 of 11 product categories, improved DSO by 4%, and attained +20% ROI in promotional spending through directed business planning and financial.
• Achieved high-performance ratings by developing four direct reports within finance team.
• Attained key manager options (LTIP) by earning recognition as one of the top <1% of all employees.
• Managed sales growth and cash stability with 45% reduction in customer deductions during three customer bankruptcies and two major customer acquisitions.

• As a pivotal leader within the cross-functional team, I orchestrated finance operations for a $2 billion business unit, driving success across iconic brands such as Old Spice, Secret, Gillette, and Ivory. I spearheaded.
• Achieved +4% annual sales growth, +6% profit growth, and +50bps share growth through cross-functional orchestration of business plans, risks and opportunities, and OKR/KPI frameworks.
• Attained +3% in gross margin via pricing, mix, and cost optimization.
• Transformed club channel margins from negative to positive and implemented targeted trade margin enhancements.

• As the lead P&L Manager for a $2.5 billion business unit, I conducted comprehensive end-to-end forecasting and planning, delivering succinct guidance to senior executives. I directed annual cross-functional business.
• Achieved CEO Recognition Shares, a prestigious accolade reserved for less than 5% of employees.
• Attained 99% accuracy by delivering monthly P&L forecasts and reviews to regional and global senior executives.
• Oversaw cost and variance forecasting across internal plants, third-party manufacturers, commodities exposures, and multiple materials vendors by maintaining forecast accuracy within 1%.

• As Senior Finance Manager for Global Skin Care Supply Chain Strategy, I spearheaded financial leadership across cross-functional teams in engineering, manufacturing, R&D, and purchasing. My focus was on optimizing.
• Achieved 7%-unit cost savings across product roadmap portfolio through identification of structural efficiencies.
• Secured investment approval for $50+ million and enhanced manufacturing throughput by +3% by directing financial analysis of capital projects across manufacturing plants in NA, EMEA, and Asia.

Department Leader – NA Hair Care, Manufacturing Operations (Org of 70 FTE) (2007 – 2010) | Senior Supply Manager – NA Hair Care, Supply Chain Design & Planning (2005-2007) | Systems Manager – I.T. Project Management (PMP Certified) (1999 – 2005)

Mba, Finance, Strategic Management, Entrepreneurship

Industrial Engineering