Provide executive direction and management of financial information concerning all Caris activities to drive decisions about the Company’s financial status and future. Produce accurate and timely reporting related to operations and the company’s financial performance, including overall leadership related to forecasting, budgeting, financial planning, and financial analysis

Senior advisory expertise in Banking and Financial Services strategy. Mr. Brown’s experience includes executive positions in Finance, Operations, and Consulting to C-Suite Leaders and Boards. Pete has led complex organizational transformations for mergers and spin-offs of both public and private companies in the software, mortgage and consumer credit sectors.

Direct responsibility for all corporate accounting, financial reporting, planning and analysis, managerial reporting, compliance, fee billing, travel expense management and related areas. Serve as the “financial right-arm” for the CFO, as a global executive driving financial strategy and continuous expense improvement, while managing appropriate risks and maintaining data controls. • Functional Efficiencies: Led the transformation of corporate financial reporting and managerial dashboards to online paperless. Oversaw and leveraged the implementation of Hyperion Planning system into strategic forecasting/budget cycles.• Organizational Design: Reorganized Corporate Accounting, Financial Ops, and FP&A to align processes and integrate reporting cycles for increased efficiency• Expense Management: Negotiated travel vendor reduction in annual fees & expenses, 10% run rate saves annually

Provided strategic management consulting services to global executive clients in a variety of industries, through independent engagements on a contract basis.

Directed multiple cross-functional teams in important strategic projects for productivity, cost, process improvement, and other strategic effectiveness enhancements including:• Strategy Framework & Organizational Design: Developed significant strategy and structure components for the Global Consumer Banking strategic plan, achieving: - Conversion of strategy to work stream structure, PMO leadership, implementation project plan outline, deliverables, milestones and key metrics/measures of success (KPI’s) for all strategic initiatives.• Vendor Resource/Business Process Outsourcing Strategy: Led a working team to review opportunities for a large-scale BPO of non-voice back office operations & technology resources; opportunities identified to outsource up to 8,900 eligible resources.- Defined a transaction-based pricing construct and vendor pilot, resulting in 10% upfront cost reduction and full reductions of 20+% over 18 months for an additional ~2,000 resources, ~$50M spend when implemented• Valuation Model: Strategic Partnership framework development of a profit-sharing model• Executive Communications & Presentation Development: Developed Executive presentations and key updates for Operations & Technology Leadership, Citi CEO, CFO, Board members, and other Executive Team members.

Formulated strategic solutions regarding financial trends, risks & opportunities. Established/implemented Financial policies and procedures/activities. Led team in providing monthly reporting, key metrics, trends and analysis, and accurately forecasting performance. • Process Improvement: Drove improvement and adoption of a best-practice annual budget Planning Process for North America. - Created the Business Investment Analysis framework for annual plan cycle initiatives evaluation and prioritization. • Strategic Resolution of Process Failures/Break-downs: Reforecast entire consumer customer database infrastructure effort off-track for three years, including reconciling the capitalization, resulting in accurately forecasting within 2% real ongoing expenses for the remainder of the project life. - Directed the resolution of a failed and bankrupt 3rd Party vendor; re-established proper production controls and timely filings of personal property tax for the commercial property portfolio, saving millions in cost avoidance of penalty fees.• Vendor Model: Developed and implemented a consistent vendor management approach, mode and methodology across North America Consumer businesses.• Business Valuation: Drove the core valuation model of the Consumer Operations and Technology functions as a stand-alone spinoff Servicing company.

Led multiple engagement teams from the proposal and sales stage through the delivery and execution phase of projects for a variety of national and global Financial Services clients.• Operating Strategy: Defined a clear, consistent operating strategy for the $2.5B small business unit of a national investment and insurance company resulting in doubling total premiums in four years, and creating profitable growth.• Performance Management: Set the strategic objectives for a leading Canadian bank’s retail back office operations, including competitor and industry analysis, and measurable metrics and targets.IT Effectiveness: Assessed the SDLC and IT maintenance processes of a global leasing company, and designed a program of initiatives to reduce the annual IT expense baseline run rate by 25%.• Competitive Assessment: Assessed the competitiveness of a regional bank on a number of performance dimensions, including technology and strategic capabilities, to drive the executive strategic three-year capital plan.

Created a new team of data analysts and financial analysts to support all Treasury reporting needs of the $9.7B Auto franchise, including securitizations, asset sales and warehouse borrowing. • Treasury Data Quality: Appointed by the CFO to “clean up” repeated errors and process breakdowns in the financial and Treasury reporting functions. - Successfully led initiatives for system enhancements, process reengineering, and automation bringing the function into full Sarbanes-Oxley (SOX) compliance.

Directed the in-house consulting organization to implement projects for the business, including evaluating new strategic opportunities, and potential initiatives for greater operational efficiency and cost reduction.• Outsourcing Strategy: Developed the outsourcing cost benefit analyses and partnered with IT and the corporate supply chain group to install seven new service providers over two years. Services included call centers, imaging and data entry functions, bankruptcy loan servicers, and a variety of data vendors. - Results enabled Capital One to meet growth goals, while achieving 10-15+% reductions in many expense drivers for the cost per account metrics. • Operational Efficiency: Drove a project portfolio of key initiatives, process reengineering and cost cutting, including an organizational redesign strategy for loan servicing, a fee optimization project worth $8M, and a corporate-wide scalable call center strategy worth $2M. Delivered $15M in the first year of leading the group. • Sales Force Strategy: Developed and implemented a new sales territory strategy for 140 field and 15 internal sales associates nationally in 60 days resulting in the company hitting revenue growth targets well ahead of forecasts.

Conducted a wide variety of strategic analyses to support senior and executive operations management.• Multi-Account Servicing Strategy: Led a project to identify and address all process weaknesses, risks, bottlenecks and inefficiencies associated with servicing multi-account and multi-product customers.• Operational Efficiency: Led a team to develop an accordion strategy for sharing staffing resources across operational departments. $2M+ operational savings implemented.• Marketing Strategy: Developed a cohesive strategic plan and framework to address opportunities for marketing Capital One's information-based analytical tools and testing disciplines externally.

Advised executive management in strategy development engagements. Managed senior and executive client relationships, developed work plans and presentations, provided strategic analysis and synthesis of data to deliver promised results.• Growth Strategy: Assessed the best strategic entry into the U.S. and Canada for a $31.3B European solid waste management company. Identified two advantageous acquisition targets.• Supply Chain Management Strategy: Developed a forecasting methodology to reduce supply constraints on key commodities for a major auto manufacturer. Created initiatives to realign management authority and accountability in the ordering decision process.• Operational Efficiency: Identified $2M annual savings in the maintenance programs for a leading mill of the paper industry's premier integrated pulp and paper manufacturer. • Organizational Design: Identified opportunities to redesign the overhead technology, finance, and legal departments of a global transportation software developer. The initial efficiency improvements resulted in savings of $100M annually. • M&A Due Diligence/Corporate Restructuring: Led the initial valuation modeling of various business divestiture options for a software developer. Also led the client management team to identify the impact on corporate strategy and organizational design, and quantify the initial overhead reductions.

Asst Relationship Manager ('95-'97)Corporate Restructure Team Analyst ('95-'96)Credit Analyst ('94-'95)