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I’m a seasoned venture financial management specialist with a Master's in Business Strategy and Entrepreneurship. I’m looking to take on more work that emphasizes other of my prized skills and passions in select remote positions. These include Research and Analytics, Teaching, Process Improvements, and Performance Management.RESEARCH AND ANALYTICS, I’ve always had innate research skills. It’s part passion for new knowledge and part dogged tenacity to keep exploring branches of research until I find the needle in the haystack. Most of my research has been competitive intelligence, industry research, and market research. To speed the dissemination and compilation process I use Zotero, Raindrop.IO, and Diigo. I’ve also done considerable work with data extraction, analytics, parsing, filtering, and trend analysis. Most of this is with Excel but I’ve also used a number of Olap and analytics tools.TEACHING AND TRAINING My teaching obsession comes from studying the best teachers I’ve had. It also comes from getting over my own challenges with complex subjects. For example, I volunteered as math instructor in a community ed. program because of my own early challenges with math. I applied the same tips and tricks that helped me to math-challenged students. Maintaining good continuity and avoiding stress is probably most important in the always time-constrained corporate world. Devising ingenious tricks to get to fast proficiency has many immediate benefits. This also applies to process improvement documentation. My logic is that significant improvements have large efficiency payoffs. Extra time spent on meticulously detailed documentation only adds to the payoff. PROECESS IMPROVEMENTS: I have a sixth-sense for detecting bad, redundant, and outdated processes. More than 90% of the firms I’ve worked with had process problems.Improvements resulted in labor reductions, error reduction, exception handling reductions, and higher reliability and stability. FINANCIAL MANAGEMENT SUMMARY: I've completed numerous interim and on-going part-time financial management roles and countless smaller projects. Most of my interim and part-time financial roles are Controller/CFO level and include common responsibilities like month-end closing and reporting, cash-flow management, budgeting and performance management, and problem diagnosis and resolution. I've also written 60 start-up and expansion business plans. Most also included developing the business model along with a lot of coaching. See my current role below for more details.
Jeffrey D. Johnson Solutions
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Fractional Controller And Cfo And Start-Up ServicesJeffrey D. Johnson SolutionsMinneapolis, Mn, Us
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Part-Time And Interim Controller/CfoJeffrey D. Johnson Solutions Oct 2003 - PresentMinneapolis, Minnesota, United StatesMy primary jobs are small venture financial management jobs and developing business plans.Small Venture Financial Management: I provide services to smaller firms as an independent and as a contractor through financial consulting firms.I've completed twelve interim and on-going part-time financial management jobs and countless smaller projects. Seven interim finance and project jobs were through Salo, LLC and Certes Financial Pros, two top Twin Cities financial consulting and project firms. In total, I’ve worked with both firms for about five years since going solo.Most of my interim and part-time financial roles are Controller/CFO level and include standard responsibilities like month-end closing and reporting, cash-flow management, budgeting and performance management, operations and finance process improvements, training, analytics, system selection, decision support, and problem diagnosis and resolution. Business Plans: I've written 60 start-up and expansion business plans. They range in complexity from Jamstik© a MIDI guitar concept to simple restaurant concepts.Business Plan industry and market research is extensive. Research results in the following core elements: complete industry overview, industry size, growth rate, competitive dynamics, supplier power, barriers to entry, and customer demographics. To speed the dissemination and compilation process, I use Zotero, Raindrop.IO, and Diigo. Most business plans also included developing the full business model along with considerable training. About half of my customers have limited business backgrounds. To some extent, they often don’t know what they don’t know. Because of that, I often need to school them in a range of business basics before moving to more advanced subjects. Please see the attached file of sample business plan projects.As mentioned in my profile, I’m actively looking for opportunities to expand my teaching, research, and process improvement beyond strict finance roles.
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Manager Of Planning And ReportingEtravelexperts, Llc Jul 2002 - Oct 2003Minneapolis, Minnesota, United StatesThis role was newly created to develop a ground-up performance management environment including training 10 operations managers planning, forecasting, and control habits. I was responsible for finance and reported to the CFO.HIGHLIGHT: One of the most rewarding planning and performance management projects I’ve done. I also played a lead role in implementing a new ERP system at the same time.ONGOING RESPONSIBILITIES: Performed monthly closing and reporting, entered adjusting and correcting journal entries, managed cash flow, worked with managers to finalize department reports, and issued weekly performance forecasts. NON-ROUTINE RESPONSIBILITIES: Performance Management: Implemented Company-Wide Performance Management SystemStakeholder Goals: Improved sense of shared purpose among all stakeholders.Leadership Goals: Vastly Improve performance visibility and predictability, reduce time on routine issues, Increase time for meaningful performance guidance- Monitored several hundred production metrics to identify the critical output metrics- Worked with 10 department managers to establish correct output volume- Set realistic and achievable measurement criteria - Developed first variable comp plans to reward performance achievement .- Trained managers how to manage and control their operations to plan targets.ERP Implementation: Implemented Great Plains Dynamics ERP- Played lead role establishing system requirements, chart of accounts, and reporting needs.- Coordinated roll-out efforts with implementation team- Developed reporting system to integrate production metrics with financial metrics- Published performance reports showing achievement metrics against targets- Published complete performance reports by department to department intranet spacesRole Handoff: I trained two analysts to carry out all closing and reporting tasks. They took over these functions which enabled me to leave and start preparing for grad school.
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Vice President Of FinancePersonic Software, Inc. And Nse, Inc. Jul 2001 - Jul 2002San Francisco Bay AreaThis role was newly developed as part of a new Series A venture capital funding to provide interim turnaround leadership at Personic after the Dot-Com Bust. I was responsible for finance, legal, HR, and IT and reported to the Chairman and CEO.Personic was a portfolio company of N.S.E., a small Venture Capital organization. It sold Human Resources Software.ON-GOING RESPONSIBILITIES: I led monthly closing and reporting work, presented financials to the board of directors, managed cash flow, managed legal affairs, Information Technology, and Human Resources.NON-ROUTINE RESPONSIBILITIES:Cash Inflows: On day 2, the CEO announced that the next payroll was at risk. I began an immediate receivables acceleration program which yielded about $100,000 in the first week. Rather than invest time toward uncertain collection of overdue receivables, we identified the best, largest customers who paid on time.My logic was to reward good customers with modest early payment discounts rather than customers who were already late. These invoices also tended to be larger and cutting even a few days off of receipts is critical in a cash crisis.When the crisis was over, we reduced over 60 day balance by about $300,000.AP Workout: I took control of an AP workout program to avoid bankruptcy. I first identified large stockpiles of surplus computer and office equipment available because of prior layoffs. I used this equipment to incent vendors to reduce AP balances. My total negotiated reductions were about $400,000.I also made reductions of about $300,000 by eliminating non-essential costs. All told, I improved cash flows by about $1m in my six month stay. NSE RESPONSIBILITIES: NSE was developing an Executive Information Portal for technology ventures. I participated in the development of all financial system components. I also developed purchase prospects in the Midwest Region.Outside Consultant, Jeffrey D. Johnson Financial Services: July 2001 - January 2002
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ControllerWorldtrak Corporation Jul 2000 - Jul 2001Minneapolis, Minnesota, United StatesThis role was newly created to plan and execute growth and scale initiatives after the first venture capital funding round. I was responsible for finance and reported to CFO. Worldtrak developed Customer Relationship Management software that worked within Microsoft Outlook. - Developed executive & investor dashboard which summarized key performance achievement metrics- Established professional services performance measurement baselines and metrics- Initiated policy, process and system improvements appropriate for growth goalsThis job was cut short because of the Dot-Com Bust.
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Director Of FinanceRedtag.Biz, Inc. Jan 2000 - Jul 2000Minneapolis, Minnesota, United StatesThis role was newly created to develop core business, accounting and HR practices. I was responsible for finance and HR and reported to the VP of Operations.RedTag was an early eCommerce venture working to develop a B2B internet trading community. The goal was to enable business customers to make large bulk purchases from a number of different sellers in a single transaction.- Represented finance on “Web Swat Team”, chartered with developing B2B trading community site with full integration to the ERP system. I also acted as the intermediary between sales, IT, and management for much of the system functionality considerations- Responsible for managing $55M credit facility- Established core accounting and HR policies, processes, and reporting along with training managers.- Wrote detailed instructional documentation for all critical AP and AR processes- Wrote HR documentation for hiring, pay increases, discipline, and termination- Developed first employee handbook
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Division ControllerNorstan Consulting - Continuation Of Connect Below Dec 1998 - Dec 1999Minneapolis, Minnesota, United StatesThis was a newly created role to lead financial management for the two largest NCI regions with a budget of about $90m. I was also responsible for leading the $135m budgeting process and roll-up for all 21 locations. I reported to the VP of Business Operations.Summary: Norstan Consulting, Inc. was formed to combine the operations of a number of recently acquired regional technology consulting firms including Connect. The goal was to build a national technology consulting line to add to Norstan’s voice, video, and data business. HIGHLIGHT: Heavy Change Management and Performance Management/Budgeting ChallengesONGOING RESPONSIBILITIES: I was responsible for monthly closing and reporting, all performance management functions, cash flow, and customer agreement negotiation. NON-ROUTINE RESPONSIBILITIES:Change Management: This was one of the more challenging and satisfying years of my career.- Connect was being acquired at the same time as it was acquiring two smaller firms.- NCI and all divisions began implementation to Peoplesoft, a new ERP system.- There were three successive changes in all upper management positions.- NCI began transitioning from a functional organization model to a matrix/practice model. - The matrix model resulted in 70% of the workforce moving to new departments and new managers - The matrix model required that we start over on the full year annual plan and budget.- I developed the new planning package for 21 units, trained other controllers, and managed the $135M roll-up- Developed and implemented first comprehensive customer agreement process and trained employees.Integration: The process of achieving common policies and procedures across all acquired entities was a major challenge. Since Connect was the most proven and established, it was chosen as the standard. We worked heavily with all other entities to unify all policies and procedures.
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ControllerConnect Computer Corporation Nov 1997 - Dec 1998Minneapolis, Minnesota, United StatesThis role was newly created to serve a range of change and improvement needs during a period of rapid growth. I was responsible for finance and reported to the VP of Finance.Summary: Connect was a regional technology service provider. Connect’s rapid growth caused it to get behind on a range of policies, procedures, and processes. There was also widespread discontent among mangers regarding the services finance was providing. HIGHLIGHTS:Elevated Service Levels: I vastly improved service to the eight operating managers. Much of this came through major improvements to reporting. After spending the first month listening to manager’s concerns, I rebuilt the reporting and performance management process from the ground up.Managers complained that finance belched out thick monthly reporting bundles with no explanation of what the numbers meant. I began conducting weekly meetings, with the last being a pre-closing financial review. All together, the meetings gave them a solid expectation of monthly results.As important, the weekly meetings enabled us to also expand the forecasting horizon out from a few weeks to about three months. Along with that, I developed a set of management tools for them to do scenario planning and “what if” analysis to test future assumptions.Process Improvements: I rebuild about eight critical processes including payroll, travel, cell phones, expense reimbursement, and AP. These resulted in major reductions in labor, errors, and exception handling. Faster Customer Agreement Process: I took ownership of the agreement process including re-writing all major agreements and initiating an agreement policy. The process eliminated non-critical elements, strengthened intellectual property provisions, and improved readability with a more “plain language” approach.Of the 75 agreements I negotiated, the new versions took 20% less effort and time. The new agreements later became the standard for all Norstan Consulting units.
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Controller, Treasurer, Corporate SecretarySoftlab, Inc. Apr 1993 - Aug 1996Atlanta, GeorgiaThe Softlab group was a subsidiary of automaker BMW. Softlab, Inc. Its U.S. division, developed Maestro II, a software engineering platform for Fortune 500 banks, utilities, and telecoms. I was responsible for U.S. finance, legal, and HR and reported to the CEO and parent CFO.Background: The initial consulting work involved supporting a re-launch of the firm and relocation from the Bay Area to Atlanta. Then Softlab was transitioning from Maestro I to Maestro II. I was then hired on as Senior Accountant and U.S. Controller later.None of the Bay Area employees relocated to Atlanta so the CEO began building the team from the ground up. At its peak, Softlab, Inc. had about 60 employees.Highlights: Ground-up Development of Functioning Venture Development: I participated in a wide range of initial efforts to build policies and procedures, assist with the hiring process, establish payroll practices, and other related support.- Worked jointly with Fortune 500 prospects to produced up to $20M investment analysis of complex, multi-year software roll-outs- Developed and managed $8 Million U.S. consolidated financial plan- Negotiated master software license agreements with Fortune 500 customersOutside Consultant, Jeffrey D. Johnson Financial Services: April 1993 to January 1994
Jeffrey D Johnson Skills
Jeffrey D Johnson Education Details
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Entrepreneurship And Strategy -
Business Administration/Accounting
Frequently Asked Questions about Jeffrey D Johnson
What company does Jeffrey D Johnson work for?
Jeffrey D Johnson works for Jeffrey D. Johnson Solutions
What is Jeffrey D Johnson's role at the current company?
Jeffrey D Johnson's current role is Fractional Controller and CFO and Start-Up Services.
What is Jeffrey D Johnson's email address?
Jeffrey D Johnson's email address is jd****@****ast.net
What schools did Jeffrey D Johnson attend?
Jeffrey D Johnson attended University Of St. Thomas - Opus College Of Business, University Of New Orleans.
What skills is Jeffrey D Johnson known for?
Jeffrey D Johnson has skills like Start Ups, Entrepreneurship, Business Planning, Crm, Leadership, Finance, Mergers And Acquisitions, E Commerce, Operations Management, Consulting, Project Planning, New Business Development.
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Jeffrey D. Johnson
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Jeffrey D. Johnson
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