Mike leads the Financial Services Advisory Practice as Director of Financial Services. The practice delivers CFO services and provides strategic financial analysis and insights to a variety of small to mid-sized businesses across multiple industries. These services include budgeting and forecasting, financial analysis, cash management and business advisory and consulting.

Mike led the advancement of the accounting and finance function and provided guidance to E1FX owner and leadership team of small special effects & pyrotechnics organization.Created an FP&A function and fundamental FP&A tasks, including P&Ls by customer, deep analysis of business drivers and initiatives, and creation of a full-year budget and rolling forecast. In addition, formalized the controllership function, which was important to ensure proper function of financial systems, implementing internal controls, and putting a monthly close in place.During this period, improved financial management by developing cash planning, enhanced asset management, better bank relationships and other strategic alliances, and improved AR/AP. Undertook comprehensive review of end-to-end operation, identification of opportunities, working with leaders to measure and improve key efficiencies; revamp pricing and margin management to align with company goals.

As Director of Finance, Mike owned responsibility for managing finance relationship with leadership and sales organizations. Direct global team of analysts to advise business teams on profitability and decision making processes by conducting monthly P&L performance reviews of $150M business unit, analyzing sales pipeline, and providing support to pricing and deal configuration. Lead budgeting and forecasting cycles for business unit. Coordinate regularly with CFO and finance leadership in development of short and long-term strategic goals and initiatives.· Led pricing and cost optimization initiatives that drove value creation and improved gross margin >$3M.· Recognized for making significant contributions to enterprise-wide planning process to determine growth strategy to achieve >20% CAGR and $500M target over five-year period.· Enabled integration of financial processes in acquisition of $30M company by proving ample and apt merger and acquisition analysis.

At Optum, Mike was responsible for production planning, scheduling and analysis. He led a team that was responsible for planning and scheduling production for a workforce of over 2,000 FTEs & contractors. These global resources were aligned with the overall production strategy and KPIs were tracked and reported throughout the coding operation process.The team managed global production strategies and workforce solutions by collaborating with international operations teams in India and the Philippines as well as in the US. Also, worked closely with with data and retrieval departments to streamline processes by identifying opportunities and improving production forecasting models.In addition, the team created and maintained Workforce Management reporting, employee census information, department SOPs, and FTE & contractor metrics and trend analyses. In addition, the team was also accountable for expense tracking and forecasting for ~$250M organization, where we modeled and communicated operational and financial implications of potential transactions and created strong partnerships with internal Operations and Finance teams.Key accomplishments:· Led and mentored a team of ten operational and financial analysts charged with the execution of production planning, scheduling, analysis, financial management, and forecasting.· Improved quality of financial gains and overall performance by partnering with operations leaders from four locations across the globe and guided implementation of project cost tool to help drive $10M in annual savings.

Mike was a key leader within the enterprise Financial Planning & Analysis team. Developed and presented key financial analysis and information to the organization with financial support responsibility for Technology and Central Operations, which represent nearly $100M of annual expense. Also responsible for $40M enterprise capital budget. Works closely with outsourced technology partners to measuring progress against contractual agreements and SLAs.Key contributions:• Responsibility for annual capital planning process; partner with PMO VP to establish targets and help determine optimal investment strategy• Creating and improving processes; streamlining financial planning and analysis, managing vendor SLAs, Work Orders, contract changes and disputes• Drive cost saving initiatives to create opportunities to invest resources in high-growth areas• Support the creation Board of Directors presentations to help tell the technology story

At Thomson Reuters, Mike spearheaded functions like directing & supporting financial operations, acquisition, divestitures and planning, forecasting and analysis of new sales, revenue, expense and capital for $30M revenue business unit. He directed the five-year strategic planning process along with helping the organization grow both top-line and bottom line to expand EBITDA margin by 100% through smart expense management.He also creates & maintains strong business partnerships with Sales, Marketing, Product Development & Operations teams as well as directing annual sales planning process by partnering with Sales to establish sales quotas and targets. He streamlined sales & commission reporting processes to improve transparency into results. He was also involved in forming new financial dashboards and handled the SOX & TR financial compliance matters thereby establishing proper financial discipline within the businesses. He reported to the Sr. Director of Finance & oversaw three financial professionals.Key achievements:• Driving the new product development process from a financial standpoint and predicting financial viability of new products• Managing a comprehensive pricing review resulting in new revenue opportunities• Leading ‘long-tail’ profitability analysis of small business unit resulting in over $700k of cuts to expenses and more profitable product offering• Developing new analysis leading to the divestiture of a non-strategic unit of the company

During Mike’s tenure as a Finance Manager – Editorial Operations, he effectively provided business and financial support for SVP and organization with ~$165M annual budget and $25M capital budget. He also led monthly close, forecasts, budget cycles and assisted organization with financial analysis for resource and funding issues. He was involved in developing resource mix reporting which benchmarked resourcing metrics internally and externally. Mike was responsible for leading project to implement Clarity – a resource tracking and capacity management tool – across 1,800 FTE organizations in order to better understand its resource capacity and drive better decision making. Additionally, he also led to the following contributions:• Provided financial tracking and analysis and led a project to offshore 35% of operation’s staff to low cost locations thereby leading to savings of $25M+ from the initiative• Produced financial analysis of $50M investment designed to automate and improve editorial systems and processes that drove savings in excess of $20M; allowed for off-shoring of resources• Involved in consolidating & analyzing all offshore vendor relationships across Thomson Reuters (~$40M in annual spend) & identifying optimal mix, thereby saving >$2M in the first year

During his tenure at Thomson Reuters as a Finance Manager – Capital, Mike developed improved estimation processes to speed estimate time and allow for more iteration. He skillfully assisted in estimation, business case preparation, budgeting and prioritizing capital for business unit’s $250M annual budget with the goal of optimizing investment and maximizing return.

Developed comprehensive model for SG&A management accounting for allocation of costs to lines of business in newly created matrix organization