Gary Cuccia Cpa, Cma, Finop Email & Phone Number

Miami/Fort Lauderdale Area

It is critical to have a seasoned industry professional to interpret the rules and apply industry best practices. The FINOP must have a clear understanding of the firm’s business, strategies, risks, operations, and financial reporting requirements.Outsourcing enables you to focus on what truly matters: exceeding client expectations, growing the business.

Miami/Fort Lauderdale Area

Leverages finance and operations leadership skills to drive profitable revenue growth. Top flight strategist and team-builder; excels in aligning expense with opportunity to optimize return on investment and shareholder equity. Capital raising, risk and credit management expertise ensures preparedness to seize market opportunities. Experienced in firms of.

Miami, Florida

Finance executive with an expertise in senior leadership roles, strong financial controls, financial and regulatory reporting, strategic planning, proactive analysis and metrics/reports required to understand current business results compared to plan and financial modeling for current and future business. FOCUS: FINOP, Series 27, CFO, Chief Financial.

Boston, Massachusetts

• Developed strategy and directed all finance activities. Manage staff of 11 to execute management, financial, SEC and regulatory reporting; G/L; payroll; sales/commissions compensation; A/P; firm trading; risk.
• Hired to strengthen the control environment and resolve preexisting regulatory and audit issues.
• Supported growth from a single broker-dealer with $60M in annual revenue to over $250MM multi-faceted wealth management division.
• Awarded additional responsibility for the Premier Banking startup division in 2010 to serve high net worth clientele via 150 premium bankers; currently leading the effort to attain 100% growth over the next three years
• Seamlessly absorbed the $60M, 100 employee Private Bank & Trust business line in 2009
• Reorganized Finance Department along functional and business unit lines and established strong financial controls and procedures to increase efficiency and reduce Finance Department staff 20%

New York, NY

• Managed all financial functions of the firm including accounting, treasury, risk management, financial and regulatory reporting. Member of senior management committee.
• Led the effort to make the Company SOX compliant in only 18 months. Originally hired as a SOX specialist, promoted to CFO after only 6 weeks to take leadership of the entire Finance function
• Converted G/L from an array of Excel spreadsheets into a comprehensive and scalable systemFOCUS: FINOP, Series 27, CFO, Chief Financial Officer, CMA, Certified Management Accountant, CPA, Mergers & Acquisitions.

New York

• The ensured integrity of financial data. Managed general ledger and monthly closing process. Prepared and audited financial statements and coordinated all financial information with Parent. Automated processes and.
• Ensured compliance with Sarbanes-Oxley and enhanced financial controls by implementing an account ownership and responsibility matrixFOCUS: FINOP, Series 27, CFO, Chief Financial Officer, CMA, Certified Management.

San Francisco, California

Prepared business and financing plans; spearheaded venture capital funding, investor presentations, development of corporate/finance department structure, administrative functions, and contract negotiations. Implemented G/L; established accounting policy, controls and procedures. Reported to the CEO.FOCUS: Chief Financial Officer, CMA, Certified Management.

New York

• Developed finance strategy and ensured execution of finance functions for Investment Banking, Retail, Corporate Finance, Asset Management, Trading and Infrastructure. Managed staff of 50 to execute G/L; payroll.
• Reduced finance personnel by 15% by upgrading systems and workflow. Installed state of the art revenue analysis/compensation system and PeopleSoft G/L, A/P and Asset Management software
• Cut P&L closing time by 40% by designing exception reports that better highlighted financial issues
• Supported growth through acquisition candidate analysis, outsourcing, new product development, joint ventures, incentive compensation plans, new business lines and restructuring/refinancing
• Instituted formal budgeting/forecasting and other performance measurement processes
• Developed innovative financing structures that increased regulatory capital by 20%

New York

Directed internal and external financial reporting; managed staff of 7. Analyzed and reported on company performance and potential exposure. Interfaced with external auditors, parent company, creditors and rating agencies. Responsible for counter party risk management function and member of Risk Committee.FOCUS: FINOP, Series 27, CFO, Chief Financial.