Dan Dufour Email & Phone Number

Richmond, VA, US

Interim Executive opportunities and consulting. Current assignment is with Hoxton Circle for Apex Systems.Projects included;- Reviewed budget and planning processes, implementing recommendations that drove greater executive engagement and efficiencies - Improved forecast models, increasing accuracy and aligning with the operational business plans.

Crewe, VA, US

• Responsible for Southside’s finance and accounting functions as well as information technology, cybersecurity, purchasing, and inventory management.
• Led the 10 Year planning process forecasting projected cash flow, ending inventory and proposed capital initiatives. The updated model resulted in delaying additional debt requirements by 18 months
• Working with FEMA’s Cybersecurity and Infrastructure Security Agency (CISA), conducted an audit regarding SEC’s cybersecurity preparedness. Implemented several policy changes, updated training, and replaced 17 servers
• Assisted the CEO and Board of Directors in setting strategic direction

Chiyoda-ku, Tokyo, JP

• Planning and analytical lead for NTT Americas business unit across North America and Latin America. In April 2023, my position was impacted as part of the integration of NTT Americas into NTT Data
• Identified operational efficiencies to self-fund strategic sales investment increasing revenue by 11%
• As part of NTT’s acquisition of Dimension Data, consolidated several organizations and restructured facilities across the United States and Canada
• Addressed morale and turnover issues within FP&A team. Hired and onboarded two new hires. Provided coaching to existing team member who had less than five months experience

• Planning and analytical lead for Charter Communications’ Residential Business Unit. Led Charter’s integration of its Time Warner Cable and Bright House Networks acquisitions.
• Created an analytical planning process that helped increase Revenue to $41B in 2021 from $33B in 2016 by standardizing pricing plans and offers that grew the customer base to 29M from 25M
• Presented quarterly forecasts and the annual budget to the Chief Operating Officer for approval. Reviewed monthly results with the Chief Financial Officer and Chief Marketing Officer
• Supported Charter’s Mobile Business launch. Determined proposed pricing impacts and identified competitive opportunities. Annualized revenue now in excess of $2.5B within 4 years
• Consolidated the three legacy company data sources into a unified, Essbase reporting system

Philadelphia, PA, US

• Launched the Northeast Division’s Enterprise Business Intelligence team. Implemented advanced analytic applications within the Division’s operational functions, achieved growth targets by identifying market.
• Increased Customer Response Rates, Sales, and Retention rates by greater than 25% through new marketing models.
• Improved Field Sales productivity 300bps through an enhanced Segmentation model.
• Identified areas of operational improvement which increased Net Promoter Scores 400bps.

Philadelphia, PA, US

• Led Northeast Division’s Commercial Finance and Operations functions. Created and delivered against strategic plan, annual budget, and monthly forecasts. Accountable for business unit’s operational reporting, analysis.
• Grew Revenue 225% in 4 years to $1.3B in 2014 from $400M in 2010
• Improved Cash Flow Margin 700 bps by implementing Center of Excellence model and improving operational efficiencies
• Refined Field Sales Playbook and Territorial models. Implemented operational actions that increased sales productivity 20%

London, GB

• Selected for an international secondment serving as the primary business interface for the HSBC Group CEO to the Global Private Bank, Group Insurance and Global Banking & Markets leadership teams. Developed and.
• Worked with the Global Private Bank and Global Asset Management businesses with regards to their Medium Term Strategic Outlooks. The proposed business initiatives increased profitability by $1B within 3 years.
• Wrote detailed business reviews outlining the relative financial and operational performance of Global Private Bank, Group Insurance, and Global Banking & Markets organizations. The reviews, along with proposed.
• Led the global HSBC Balanced Scorecard process that provided a high level assessment of the health of the business and its ability to generate sustainable superior performance. At the 2010 Annual Shareholders meeting.
• Prepared for the Group Holdings Board and Group Management Board an analysis comparing HSBC to its nine global peers. Assessed the respective strategic direction and financial performance as well as recommended HSBC’s.

London, GB

• As the Consumer Finance planning lead, re-engineered its management information process that enhanced its analytics and provided greater system capabilities.
• Prepared for the HSBC Executive Board of Directors a report outlining the deterioration in the United States housing market and HSBC’s proposed responses which resulted in HSBC closing its mortgage brokerage services.
• Working with Risk Management and the Business Units, created “stress tests” and sensitivity analysis that proactively identified the weakening credit cycle in the United States and its impacts on profitability. As a.

New York, New York, US

• As part of CitiCards’ $10B relationship with The Home Depot, launched the Home Depot Co-Brand Credit Card. Led the Home Depot Co-Brand’s Finance organization, responsible for Profit/Loss and Balance Sheet management.
• Attained every financial launch milestone. Implemented the general ledger and financial reporting platforms. Supported Corporate Finance’s annual reporting process, including producing 10K, 10Q, Contractual Liabilities.
• Developed Citi’s first Co-Brand specific, detailed P/L forecasting model that improved accuracy. Leveraged the Home Depot forecast model for other Co-Brand partnerships, the annual planning process, and the seven-year.
• As part of the Home Depot Co-Brand Operating Committee Leadership team, identified and implemented test strategies that further defined the Home Depot Co-Brand’s “value equation” and improved profitability. The Home.
• Evaluated pricing, distribution channel performance, and advertising. Collaborated with Marketing in revising its product positioning strategy. Improved the response rate by 15 basis points while decreasing costs by 25%.

US

• Reporting to the Executive Vice President of Operations - Card Services, managed an operating budget of $0.6B with 11 sites and 9,100 people.
• The only Vice President appointed to Card Service’s Chairman’s Council that consisted of Executive and Senior Vice Presidents convened to resolve the regulatory and operating issues that impacted Card Services in 1999..
• Managed performance, established productivity standards, and implemented process changes that improved customer satisfaction by 1500 basis points while reducing operating expenses by 42%. Per VISA’s industry cost.
• Launched Card Services’ operational risk initiative addressing the Sarbanes-Oxley Act and BASEL Accords. Worked with the Federal Reserve Bank and the Office of the Comptroller of Currency to incorporate proposed.

Mba, Finance And Accounting

Bs, Statistics