Brian Carroll Email & Phone Number

United States

Attending Networking Events Researching Industry LeadersTracking Industry TrendsParticipating in Industry Discussions

Financial responsibility for multiple lines of services within the Iowa Health Systems relationship. Led initiative to save $1.3M within the food production process.

Held full financial responsibility, including budgets, financial statements and reporting. Streamlined operations for efficiency and cost control. Reviewed all client specifications and approved job cost estimates. Managed $5M budget.

Sourced senior accounting personnel for clients with specialized financial needs. Consulted with C-level executives to determine requirements and offer solutions that returned a positive ROI. Recognized for outstanding contributions in 2007.Expanded business. Challenged by Robert Half to grow Management Resources services statewide. Utilized professional relationships and inactive accounts to expand client base. Leveraged financial knowledge discover business objectives and staffing needs from C-level executives. Enabled significant business growth in 2007.Uncovered needs and gained two clients. Robert Half was contacted by a CPA firm about a short-term project. Consulted with CFO and COO, discovering that CPAs were preparing IPO for a client. Added three consultants to their team in order to meet IPO deadline. Cemented ongoing relationships with both CPA firm and IPO client.

Worked with individual units to establish pro forma ROI, forecasts and impact analysis, as well as one, three and five-year budgets. Established business models for staffing and performance metrics. Managed $150M budget.Created position to fulfill post IPO reporting requirements. Fifteen PFG units required financials to integrate with corporate statements. Wrote job description for Financial Business Officer and promoted into position. Achieved full integration of statements within three months, allowing for better forecasting and impactful decision-making.Created employee incentive metrics. As a public company, Principal needed more precise metrics for quarterly results. Completed cost/benefit analysis of all job functions, increasing accountability for contributions to bottom line. New metrics were incorporated into annual personnel reviews and performance was rewarded accordingly.

Oversaw staffing and performance metrics for Loan Closing and Loan Servicing departments. Conducted operational analyses and implemented cost controls. Ensured client satisfaction. Managed up to 80 employees and a $10M budget.Reorganized teams, improving efficiency. Departmental divisions at PFG were causing delays in loan closings and staff frustration. Reorganized teams geographically and encouraged re-ordering of job responsibilities to qualified staff. Increased job satisfaction and improved closing times for external clients, cutting staffing needs 20%.

Ba, Accounting

Ba, Systems Management