Jim Fogle, Mba Email & Phone Number

• Manage FP&A department supporting the foundation with a combined headcount of over 2,800 resources and yearly revenues of nearly $500 million. Oversee and manage development and implementation of the annual budget and.
• Develop and implement budget plan process for direct spend base as well as G&A spending for over a dozen indirect rates (Domestic and International).
• Provide key reports, narratives and deliverables for the annual Council of Directors Book, quarterly Board Of Regents presentation and the Annual Report.
• Assure that individual research projects receive needed financial oversight including the following: review of original budget and subsequent re-budgets, analysis and projection of costs, follow-up and resolution of.
• Develop Budget Policy and SOP which clearly defines roles and responsibilities for FP&A and others.

Bethesda, Maryland

• Served as Interim Director of Financial Planning while existing Director was serving as Interim CFO during lengthy CFO replacement search period. Maintained Sr. Manager duties during this time as well.
• Develop and implement 3 year budget plan process for ~$500M base as well as G&A spending for over a dozen indirect rates (Domestic and International).
• Lead team in transition to Adaptive Insights tool for use in all budgeting/forecasting of full P&L.
• Restructure department makeup to absorb losses while continuing a high standard of customer service.
• Provide key reports, narratives and deliverables for the annual Council of Directors Book, quarterly Board Of Regents presentation and the Annual Report.
• Assure that individual research projects receive needed financial oversight including the following: review of original budget and subsequent re-budgets, analysis and projection of costs, follow-up and resolution of.

Washington, DC

• Managed a team of financial analysts supporting 6 business units with a combined headcount of 950+ resources and yearly costs of more than $300 million. Oversaw and managed the annual budget process; developed and.
• Partnered with operations teams to develop financial metrics, including unit cost and STP %, as well as business cases for senior management to identify areas of cost reduction, optimization, efficiency, and outsourcing.
• Solely created a vendor database/pivot tool, which streamlined the monthly business close from 3 days to one day; used as a valuable tool for detailed reporting and extreme accuracy; became the division standard.
• Streamlined operations by cross training staff to eliminate key person dependencies, and established documentation on how to perform all aspects of the job to be able to quickly train new hires.
• Drove down financial accountability and helped isolate costs for financial metrics by managing the structure for business units, negotiating, and setting up cost centers at a director and logical group level for.
• Identified, cleaned up, and reconciled a $12 million WIP account containing capital spending for building projects.

Gaithersburg, MD

• Delivered monthly reporting, annual budgeting totaling approximately $70 million, and quarterly forecasting of operating and capital expenses for global sales, marketing, and engineering groups. Performed necessary.
• Generated and presented financial results package at monthly review with C-level executives.

Overland Park, KS

• Managed south region’s facilities and real estate expenses and deliverables, including financial management and reporting, managing the monthly accounting close process, delivering the annual budget and quarterly.
• Hand-selected as Financial Representative to serve on a real estate committee, responsible for selecting and approving the company’s call centers.
• Developed financial metrics and business cases to drive business decision making and cost reduction.

• Managed the lease administration group responsible for the on-time payments of $158 million annually for leases of over 1,100 buildings and stores. Oversaw lease reconciliations to ensure that the company was not being.
• Developed financial metrics and business cases to drive business decision making and cost reductions.
• Designated as a subject matter expert for the company-wide Oracle to PeopleSoft Financial conversion project.
• Collaborated with Real Estate executives to develop Key Performance Indicators (KPIs) for the new quarterly executive dashboard.
• Appointed as a committee member of the Capitalization Approval group to determine whether Real Estate projects met the capitalization criteria and met capitalization thresholds in accordance with company policy, GAAP.
• Selected as Real Estate/Facilities finance point of contact on the Nextel side for the merger with Sprint; negotiated and developed the future financial structure and reports as the two companies combined their books.

• Supported the NHQ Engineering & Operations, Technology Development, Supply Chain Management, Operations Finance, and Real Estate functions for all operating expenses with combined annual budget of approximately $217.
• Developed a new process to better track license and maintenance costs and manage the purchase requisitions receiving process, providing a more accurate and normalized flow of these costs, which aided in better.
• Created a system to implement the capitalization policy for NHQ Engineering and Technology labor costs.
• Successfully centralized all real estate costs from the entire company financial structure into a headquartered-based division view.
• Helped the company to better support and drive Real Estate and Facilities financial decisions, as well as provide much more accurate reporting and allowed the measurement of business drivers and metrics in this space.
• Developed allocation model for mapping Real Estate costs across the company accurately to the income statement.

Gaithersburg, MD

• Financially managed income statement, working capital, and annual budget; helped build a 5-year plan for a $750 million business DirecTV set top product line and a $50 million business for DirecPC product and service.
• Acted as the finance point person with KPMG Consulting on developing the original DirecPC business model.
• Coordinated business inputs from all functional groups to evaluate the model for reasonableness.
• Ultimately, inherited and enhanced the model to run breakeven and sensitivity analysis scenarios, advising senior management on financial impact of adding new DirecPC broadband subscribers and major drivers within the.
• Provided critical financial modeling and analysis support as new strategic alliances were negotiated and launched for DirecPC business.

Mba, Finance

Bs, Business And Finance