Michael Dellinger Email & Phone Number

Served as finance integration lead for the acquisition (global revenue of $100M/year across 8 entities); drove financial integration of acquired business pre-acquisition through to steady-state assimilation within Accenture’s Oracle practice.• Spearheaded all financial integration activities (including training) for the acquired company across multiple corporate finance disciplines, coordinating with other PMI workstreams such as HR, Legal, Procurement, Treasury, and Tax.• Led day-to-day financial management/reporting of the acquired business unit including all facets of financial planning, forecasting, and analysis while transitioning to standard Accenture financial tools (and SAP Financials).• Operationalized acquisitions’ 5-year business case into quarterly/annual forecasts and advised senior leadership on profitability improvement actions to maximize committed investment.• Defined/rationalized end-state finance support needs while managing acquired finance team to ensure US GAAP accounting policy compliance during integration (with zero issues).• Developed synergy accreditation principles, monitored and assessed performance against business case expectations, and drove financial preparations for semi-annual Capital Committee reviews.

Managed/grew FP&A finance team that supported the R&D and Intient platform businesses within the Life Sciences industry practice (inclusive of the Octagon and LabAnswer acquisitions) with annual global revenue of $1.1B; delivered robust financial reporting, strategic analysis, and full P&L oversight to a senior leadership team of 15 Managing Directors.• Created custom analytics across multiple business dimensions to support 10%+ Y/Y revenue growth and strengthen the robust annual planning process (analytics directed strategic allocation of resources and investment funds). • Provided strategic financial leadership and business case oversight related to the Intient ‘Precision Play’ including management of $30M+ of annual investment along with Google investments; liased senior corporate stakeholders.• Requested, forecasted, tracked annual R&D non-contract G&A budgets of ~$6M (BD, M&O and PD&R, excluding MD&I).• Managed/grew initial finance team of two onshore resources into a team of 5 onshore finance resources (required to support the business analytics and growth) and indirectly supervised 4 other offshore PCS/CFM/Bus Ops resources.

Served as finance integration lead for the acquisition (revenue of $75M/year across 3 entities in NA) within Life Sciences industry; oversaw the financial integration of the acquired business pre-acquisition through to steady-state assimilation. - Drove financial integration activities (including training) of the acquired company across multiple corporate finance disciplines coordinating with other workstreams (e.g., HR, Legal, Treasury, Tax) to ensure successful outcomes. - Led day-to-day financial management of the acquired business including financial planning, forecasting and analysis. - Defined end-state finance support needs while managing acquired finance team to ensure US GAAP compliance. - Teamed with HR to manage/execute non-standard total rewards plans and analyze use of custom load factors. - Enforced synergy accreditation principles and measured performance against the business case for CapCo reviews.

Led overall post-integration FP&A finance support team for the Accenture Credit Services and Procurement BPS business units (combined revenue of $350M/year), led team (of six) that performed all financial activities of the acquired businesses as they moved toward steady-state status. - Ensured continued financial integration/stabilization of the acquired companies across multiple finance disciplines as well as collaborating with other corporate function teams (e.g., HR, Legal, Treasury, Tax). - Drove global financial reporting of acquired business units (sales to operating income); analysis focused on MTD results and included actionable commentary to executive team related to sales/revenue and pipeline/backlog. - Led annual financial planning and quarterly forecasting processes which included detailed load factor and BPO factory analysis. - Provided oversight to globally diverse finance team to ensure compliance with US GAAP policies and related internal controls. - Teamed with HR to manage/execute non-standard multi-year rewards/bonus compensation plans. - Analyzed financial performance against the 5-year business cases; led preparation of financial materials for CapCo look-back reviews.

Served as part of the TGP Delivery Analytics leadership team as the primary financial and business advisor to two TGP Global Delivery Leads (PRD and H&PS); role evolved to include other delivery analytics initiatives which helped TGP Delivery achieve all annual business objectives. - Created detailed financial reporting and actionable ‘Cost to Serve’ analytics to support global TGP delivery leadership in meeting their annual financial commitments/targets via lower overall delivery costs. - Assisted with definition, design, and production of new global analytics for the TGP leadership team such as Industry Segment reporting, Cost to Pursue for Business Development, and Consulting Standalone vs. Bundled margins which all helped drive lower Y/Y Cost to Service. - Drove global TGP initiatives related to Cost to Serve (with additional analysis/insights) such as Products OG Profit Improvement (PIP) initiative (2011), PoC Revenue Trends (2013), and Senior Executive cost/efficiency by GU (2012).

Served as the "finance custodian" for launching new AO SDO delivery model; functioned as the strategic business partner for Accenture’s AO delivery initiatives, supported delivery leadership in its’ industrialization agenda, and developed recommendations and action plans to help achieve groups financial goals. - Analyzed/reported SDO factory financial results; conducted monthly financial reviews with SDO leadership to successfully land year-end over/under recovery results within of +/- 5% for SDO factories. - Supported Cost to Serve (cost take-out) efforts in AO by providing actionable reporting and analysis that helped drive YoY improvement in delivered margin (+3%); trained SDO leadership on how to action reporting.

First to serve in this role as liaison between the country/regional Finance teams and the Global Controllership team to ensure corporate financial results were accurate and timely for month-end close, particularly as it related to revenue. - Global Process Lead for working capital re-design effort which included oversight of new global WCR process and new WCR Tool developed to support the process; project impacted 1000+ finance users and served as a new baseline for how the company managed Working Capital balances. - Managed monthly GAAP monitoring and reviewing of working capital balances, revenues, reimbursements, and bad debt allowance on a global scale as well as review of GAAP/Internal Control/Accenture policy compliance metrics.