Pam Long Email & Phone Number

Reston, Va, Us

Tysons, Virginia, Us

• Key business partner to the Chief Operating Officer of TEGNA. Developed financial analysis to highlight areas to improve sales performance and reduce the organization’s cost structure. Influenced Senior Leadership on multiple strategic changes to improve overall company performance.• Ownership over the corporate and field finance organization of fifty individuals that support multiple business units throughout TEGNA. Hired, trained, and developed the finance team to be financial business partners.• Supported investor relations and corporate accounting with various financial data and analysis for the SEC filings and quarterly earnings calls.• Ownership of the enterprise budget process. Establish guidance and targets based in business insights and trends. Communicate expectations to field and corporate leaders and manage the entire review process. Presented the consolidated annual budget to the CEO and CFO of TEGNA.• Responsible for the Enterprise 18-month rolling forecast. Collaborate with operational and functional leaders to understand revenue and expense trends. Provide monthly updates to the COO, CFO, and CEO on future quarterly projections against multiple data points.• Developed and implemented a new driver-based budget and forecast process in Oracle reducing the time and resources needed to complete these two processes. • Created Executive level dashboards with key financial data such as customer churn, average revenue per account, and other performance indicators that improved revenue forecasting for multiple products. • Managed various pricing models to support new digital product lines. Collaborated with sales leaders to creatively structuring product inventory and features based on customer needs while maximizing profitability.• Implemented internal controls for a start-up digital business unit and improved the accounting process significantly reduced audit findings.

San Diego, Ca, Us

• Standardized the forecast and budget processes for the University. Increased accuracy of the forecast to +/- 3% of monthly operating income. • Designed and created presentations to the private equity ownership group and the Board of Trustees of the University on key metrics and financial performance of the University. Presented to these groups the actual results and variance analysis to budget and forecasts.• Enhanced internal controls and segregation of duties within the accounting department by restructuring job responsibilities of the team. Reduced the department by 10% due to better processes and efficiencies identified through leveraging other resources of the University.

Phoenix, Az, Us

• Recruited, trained, and coached a team of up to seventy individuals. Designed and implemented a centralized department structure which reduced costs by 25%. • Designed and implemented a rolling forecast process which resulted in a shorter forecast cycle, reducing the number our hours spent on the process by 15%. Persuaded the culture to adopt this innovative approach which linked the strategy, execution plans, forecast and reporting into one process. • Prepared and presented in a simple format, insights, and recommendations from complex financial analysis to non-financial executive level leadership. Influenced leadership through data to improved profitability. • Coordinated financial analysis to support the CFO and CEO for quarterly external reporting.

• Improved the finance team’s leadership skills through re-alignment of responsibilities, quarterly leadership development activities and the creation and execution of talent development plans for key individuals.• Upgraded the internal controls through the development of quarterly reviews of each client contract. Substantially reduced the number of compliance issues through this process.• Reviewed prospective clients to determine the financial impact of entering a long-term relationship with IPD. Provided financial oversight for the adding of one new client to the organization’s portfolio. • Identified key performance issues with client contracts. Helped coordinate and execute exit strategies for two clients based on non-compliance of contractual obligations.

• Achieved a culture of excellence within the sales and marketing teams and successfully developed various individuals into leaders of the project. • Formulated new marketing programs, sales processes and overall project strategy to ensure achievement of key business goals.• Accomplished targeted sales volume while maintaining inventory balance and site profitability targets. In 2007, Canyon Villas achieved its second highest sales record. • Led the Sales, Marketing, Finance, and Human Resource functions comprising of over 100 employees.

• Finance lead in the opening of the site to begin operations. Ensured costs were kept to a minimum due to the project being delayed from the external pressures of 9/11. • Managed the review of business trends and the development of new business strategies with the leadership team. Developed reports summarizing business key metrics for sales and marketing. • Developed sales executive compensation plan that was simple and effective and drove higher sales performance for the project.

London, Gb

Master Of Business Administration (Mba), International Business

Bachelor Of Science, Accountancy