Robert Fetterman Email & Phone Number

New York, United States

Oneida, New York

In charge of all finance and treasury for this diverse organization, employing about 4,500 staff. The enterprises include the premier Upstate New York Casino Resort, three satellite casinos, 5 hotels with almost 800 rooms, 10+ restaurants, 5 golf courses, 2 indoor sportsplexes, 2 entertainment venues and a conference facility, 2 spas, 3 marinas, 13 gas stations/marts, 2 RV parks, a media production firm and a liquor store. Staff of 200 includes casino cashiers, money counting operations and daily audit functions, as well as traditional accounting, reporting and financial services for all enterprises and the government/grant operations.-Created a new predictive and advanced analytics group to drive better data-driven decisions, including promotion effectiveness and slot optimization-Developed a data warehouse with all gaming and non-gaming data-Reduced staff by over 25% through automation and process improvement initiatives.-Instituted new cash forecasting process which allowed a 50% reduction in cash.-Close and reporting cycle time reduced by over 70% to a 3 day close.-Driving improved customer service through internal customer surveys and focus on guest surveys, which has risen to over 95%.-Responsible for finance and cage startup of two new casinos and implementation of a new gaming system. -Created a Financial Development Program to bring new College graduates into a two year rotational program, including a new mentoring program.-Refinanced debt to reduce cost, extend maturity and fund growth initiatives.-Deploying Robotic Process Automation (RPA) in various areas to automate processes.

Led a 30-person staff in the United States, United Kingdom, Europe, Japan and China in transitioning finance and information technology from a transaction-based focus to decision support and analysis. Liaised with high-ranking investors, board members, and creditors while partnering with senior leaders to analyze and enhance business strategies, company performance, and development efforts. Implemented SAP on-time and within budget.-- Eliminated debt levels, lowered accounts receivable and inventory levels by 25%, and improved ROA to the top 5% of benchmarked companies within 5 years

After serving as Treasurer for 3 years, elected to Chairman for two year. The Children's Agenda takes action on what’s needed the most and works the best for kids. I helped create the organizations first strategic plan, and we developed the first scorecard on the well-being of Rochester's children, along with key recommendations to "move the needle".

Managed the creation, development and launch of an online performance management solution that graphically presents key performance indicators coupled with collaborative tools to drive organizational performance. Hired the executive team and recruited the advisory board, as well as hand-selecting 10 employees for optimal customer attraction and retention. Oversaw all aspects of company’s workings, from creation through buyout. --Slashed time to manage information by almost half, improved visibility, and re–focused clients on meeting their strategic initiatives.

Upgraded company’s entire financial structure and processes to allow for streamlined financial management after major acquisitions, bringing top-tier concepts to reality through successful introduction of activity-based costing and customer profitability planning systems. Created world-class financial organization from a crisis-oriented, historical accounting role while transitioning the information technology group from a transaction systems focus to decision support systems. --Re–engineering efforts saved $25M and captured 35% profitability growth over a 2–year period despite a flat–to–declining market size

Promoted to support the $1 billion diverse maintenance operation, including 35 domestic and 15 international service centers, as well as 30 manufacturing cells in 7 plants. Scope ranged from inventory accounting and analysis to financial operations analysis, overseeing major capital decisions with a budget of as much as $350 million and leading strategic planning and operations analysis.--Decreased downtime for aircraft, reduced inventory, and generated costs savings in excess of $100M

Started in corporate financial support, then was in charge of US Cost management, prior to leading finance/IT in the Service business. Led strategic planning, goal-setting and financial activities for companies with $6-60 million in revenue. Analyzed acquisitions for 6 businesses, creating integration plans and consolidating management and accounting.

Controller of expanding for-profit healthcare chain. Supported acquisitions and debt funding.

Auditor, focus on hospitality, healthcare and manufacturing.

Mba

Activities and Societies: Consulted on healthcare activity-based costs for the University of Massachusetts Medical Center

Bba, Accounting

Activities and Societies: Worked two jobs throughout school: Internal Audit for the College, and bookkeeper for retailer. President.