Ralph Zanck Email & Phone Number

Phoenix, Arizona Area

B2B CFO® is the trusted business advisor that creates financial and goal clarity in order to increase cash, profitability, sales and successful exit strategies.Working with emerging and mid-market companies with revenues up to $75 million to increase cash, profitability, sales and company value.Unlike a full-time or interim CFO (temporary, fractional, part-time, contract, etc.), we create a long-term professional relationship with a handshake on an affordable as-needed basis..Services are provide on an independent basis by seasoned partners who average 25 years of experience. Partners are supported by more than 6,500 years of collective experience and national resources USING A PROVEN SIX-STEP PROCESS.Cash. We Help You Get It.®

Tempe, Az

Provided financial direction and support for numerous operational business units including the $500 million Specialty Pharmacy Business Unit expense budget during major business integration. •Defined initial combined financial reporting, budget process and $50 million synergy savings plan.•Developed timely and efficient Operational Metrics that contributed to $15 million in annual savings•Ensured Operations Management comprehended the financial impact of productivity variances.•Identified financial / operational trends that provided opportunities to reduce expenses. •Partnered with Operations Management in analyzing costs, minimizing expenses and improving quality. •Enhanced the financial acumen of the Operations Team by providing ongoing training and mentoring.•Improved financial control over operations resources through documented standardized procedures. •Performed financial closing and variance analysis for respective area of responsibility •Established disciplines throughout the organization instilling commitment to internal controls and accuracy.

Phoenix, Arizona Area

Directed the resources and process to invoice and collect $1.5 billion annual insurance and Medicare payments for the states of Arizona, Colorado and Nevada. Responsible for insurance plan set-up, member enrollment and audit in compliance with established performance metrics. •Collaborated with other Directors to maintain service excellence and enhance the executive team.•Developed management structure as department grew from 120 to 180 employees.•Organized membership accounting team reducing expenses by $200 thousand dollars. •Utilized per member per month cost analysis identifying best practices and establish departmental procedures subsequent to the consolidation of regional operations centers.•Designed staff incentives that increased work commitment to meet seasonal requirements.

Phoenix, Arizona Area

Served as finance executive for consolidated technology start-up company supporting financial operations and cash management. •Managed payroll, job costing, accounts receivable and accounts payable functions. •Directed the preparation of initial SEC reporting for publicly traded company.•Secured capital required to sustain business operations while securing additional funds to support business development

Phoenix, Arizona Area

Provided financial planning and analysis for two key business units during period of rapid growth and acquisitions. Prepared for and participated in monthly executive level board meetings. •Analyzed operating variances monthly and quarterly at the $.01 level in this high volume low margin business.•Managed annual budget process for $2 billion division.•Directed sales and commission reporting to support bonus payments and analyze client profitability.•Performed key management roles in successful integration of three acquisitions totaling $300 million revenue.

• Developed regional reimbursement site including hiring 50 employees, site selection and facility build out. • Defined and developed organizational structure and processes that established the Western Region as the clear low cost and performance leader with DSO 25 days less than the other five regions.• Reduced Days Sales Outstanding (DSO) by 20 days and accounts receivable greater than 90 days by $3 million or 20% during a corporate merger.• Reduced DSO by as much as 50 days at three service centers. • Managed the process to identify $30 million in annual cost savings by reviewing and managing to staff models for the key functional areas of Nursing, Pharmacy and Patient Intake. • Managed a program, which reduced a $2.5 million parts inventory to less than $1 million by eliminating overstock and obsolete inventory• Lead the efforts of a team consisting of the business unit President, Corporate Finance and Area Management to develop training material that enhanced the financial expertise of 100 area and branch managers.• Implemented internal controls, which improved accuracy of net sales and accounts receivable reporting