Robert Tramaglini Email & Phone Number

Stamford, CT, US

Paris, Courbevoie, FR

Drive transformational improvements in financial operations by optimizing processes, standardizing practices, and ensuring scalability. Collaborate with cross-functional teams to implement innovative solutions that align with industry best practices, enhance financial performance, and support the organization’s strategic goals.

New York, NY, US

• Focused on developing business advisory strategies aimed at revenue enhancement, cost optimization, and operational effectiveness for diverse client companies. Led cross-functional teams tasked with assessing.
• Served as interim FP&A Director for semiconductor company; conducted department-wide process assessment and developed roadmap for implementation of improvement opportunities.
• Managed accounts payable department during bankruptcy proceedings, ensuring legal compliance through development of robust processes and controls.
• Designed profitability model for solar panel installation company to evaluate market performance, identify underperforming segments, and facilitate strategic decision-making.

US

• Led transformational change initiatives aimed at strengthening the internal controls environment, ensuring robust risk management and process integrity. Performed comprehensive process risk and health assessments.
• Created internal control systems within the organization and established team of ~20 members to support business compliance with both internal and external policies and procedures.
• Formed verification structure for project expenses to manage disbursement of ~ $2M to over 150 contractors.
• Elevated fraud risk management by crafting Fraud Heat Map and delineating Control-Sensitive Positions in high-risk areas, contributing to global implementation of fraud risk management practices.
• Addressed $1.5M in falsified charges and uncovered significant process control deficiencies; restructured contracts to mitigate risk exposure and enhance expense transparency.

US

• Managed the consolidation and reporting of financial results for the Downstream business, ensuring accuracy and compliance with strategic priorities. Directed forecasting and analytical processes, continuously.
• Steered team realignment to match new Downstream business structure by providing specialized support and enhancing operational efficiency.
• Headed finance department transition to advanced ERP system and integrated future state processes to fully leverage system capabilities post system enhancements.
• Saved $125K during financial close period through strategic elimination of process inefficiencies.
• Developed framework for data access within mobile application for 800+ employees to eliminate SEC concerns.

US

• Directed a diverse international team in the development and enforcement of compliance programs and controls to support the global sales division, consisting of approximately 750 people with a sales footprint in 25.
• Led consolidation of sales activities in North America impacting +350 employees, included changes to organizational structure, sales territories, internal processes and led to increased asphalt sales of ~40%.
• Devised change management plans and internal controls framework to enable accelerated market entry by 2 months by demonstrating exceptional project management and strategic planning skills.
• Decreased internal audit findings related to non-standard processes by ~50% through design and execution of new procedures for process identification and risk assessment.
• Reduced costs by ~$650K by leading cross-functional study to recognize process improvements and work reallocation opportunities for boosting controls advisory service offering.

US

• Formulated a comprehensive annual audit plan for U.S. Refining & Supply operations, guaranteeing thorough coverage of key risk areas. Spearheaded cross-functional teams in planning and executing internal and.
• Redesigned audit program for Trademark Sales & Licensing group to achieve 25% reduction in testing time, subsequently adopted as global standard.
• Minimized time required to review and approve work papers by ~ 15%, improving audit cycle efficiency.

US

Delivered financial consulting and strategic support to Downstream senior management including preparing board and executive management presentations.

US

Performed consolidated reporting, variance analysis and short and long-term planning activities for Refining & Supply division’s operating expense budget.

US

Analyzed and reported operating expenses and contributed to development of annual financial plan for refinery operations.

Mba

Bachelor Of Business Administration - Bba, International Finance & Marketing