Jay Talati Email & Phone Number

Chicago, Illinois, United States

Ghent, Flemish Region, Be

Transitioned to lead global finance and accounting functions for $250M hardware and software vertical while serving as a strategic business partner to the general manager and multidisciplinary leadership team. Supervise 4 direct reports leading a collaborative team distributed across APAC, Europe, and North America. Oversee accounting, financial forecasting, budgeting, factory controllerships in Israel and Germany, and corporate-level financial reporting.•Turned around struggling business within first 2 quarters, driving a 7% growth rate and improving forecasting capabilities by enhancing visibility to order backlog for sales and manufacturing leaders.•Reversed 3-year trajectory of negative profitability by enabling 15% service margin on client-facing software services through corrected pricing options and team right-sizing initiative.

Ghent, Flemish Region, Be

Provided strategic transformational support to the general manager of $90M software business while overseeing daily finance, accounting, and P&L and working capital management functions. Led team, including staff accountant, AR / AP representative, accounting manager, and controller; coached and mentored team in critical thinking, data analysis, unit economics, and pricing impacts. Identified and introduced key expansion strategies for consumer-packaged goods (CPG) and pharmaceutical clients by analyzing all aspects of the sales funnel for growth potential.•Increased annual growth rate in recurring business from 5% to 9.5% during tenure by prioritizing key strategic goals, enabling pricing increases, and maximizing sales incentive plans.

Malvern, Pa, Us

Selected by CEO to lead integration of Cummins Allison into Crane Holdings following 2019 acquisition. Leveraged extensive M&A experience to consolidate all operational activities using proper change management and communication practices to ensure adoption. Simultaneously mentored 7 direct reports leading 25-member finance and accounting team through daily operations including P&L, balance sheet, and cash flow management. •Enabled 15% growth in profitability margins within first year of Cummins Allison integration by restructuring team and shifting from private to publicly-held organization.

Malvern, Pa, Us

Promoted to lead integration of joint venture SaaS startup within Crane Holdings. Coached and mentored 10+ matrixed team members through problem-solving exercises to break down complex processes and develop operating infrastructure aligned with regulatory requirements as well as internal reports, P&L plans, and effective methods to present data.•Led consolidation of 2 businesses into single unit that spun out into independent joint venture model still operating in 2024. Streamlined management decision-making and established proper foundational processes to position new organization for future growth.•Realized $10M+ in incremental revenue growth within 1 year by driving multidisciplinary development and implementation of complex new recurring revenue business model.

Malvern, Pa, Us

Transferred to company’s largest site, with $430M in annual revenue, to facilitate finance integrations following M&A transactions. Led team of 10 general accountants, AP, and AR representatives.•Led full finance integration of $550M standalone acquisition within 6 months, surpassing typical timeline of 12–18 months. Led cross-functional team of 20+ through addition of public reporting cycles, internal policies, and SOX controls.•Enabled YOY cash flow increase of $36M within 1 year through deep analysis of financial records in collaboration with AP / AR team.

Stamford, Connecticut, Us

Shifted into one of company’s major business segments to partner with senior vice president and optimize reporting function. Prepared ad-hoc financial reports, board of directors’ reports, and analyst reports for quarterly earnings calls, integrating technology solutions to automate and accelerate report preparation. Expanded acquisition target research to include transaction valuation, providing valuable insights that informed strategic purchase decisions. •Enabled investment in 7 new product development programs by reducing working capital portion of total sales by 40 basis points.•Contributed to financial due diligence for $40M acquisition.

Stamford, Connecticut, Us

Served on corporate FP&A team for $3B organization with 12 different subsidiary businesses, directly reporting to director of FP&A and indirectly reporting to CFO. Increased visibility of financial data by generating and preparing financial reports for CEO and CFO, board-level reporting for board of directors’ meetings, and analyst reports required for quarterly earnings calls. Partnered with senior management to analyze and evaluate ad-hoc portfolio strategies and potential acquisition targets, leading to first acquisition in 2017.•Reduced report creation time from 48 hours (2 days) to 4 hours with zero errors, improving leadership preparation for upcoming meetings and enhancing strategic decision-making through accurate data.