Rowan Baker-Young Email & Phone Number

Mason, Mi, Us

Architected and executed comprehensive technology strategy to enhance operations within Finance, FP&A, Pricing Strategy, Tax, Tax Planning, Treasury, and Risk Management and drive corporate innovation.• Led development of an advanced forecasting tool for costs, strategic pricing, and improved decision-making accuracy related to long term pricing arrangements and cost containment.• Managed internal and external teams to complete strategic technology initiatives. Initiatives eliminated 14 weeks of admin work annually for business teams.• Spearheaded 3 high visibility projects in second month with the company, including 2 projects related to corporate #2 strategic priority. Assumed responsibility 6 months ahead of schedule due to demonstrated leadership ability.Through 09-20-2024

Lansing, Michigan, Us

• Architected full FP&A system and processes within weeks of start date. Designed and rolled out automated FP&A reporting and analysis tools. Established processes and tools to manage, analyze, and report on financial performance of IT department. • Managed financial performance for the full Office of CIO – IT, Information Security, and Infrastructure. Mentored leadership and staff across several companies looking to improve their FP&A practices. -----------------------------------------------------------------------------------------• Developed full, bespoke, annual budget/forecast (FP&A) process for IT spend within 5 weeks of start date.• Wrote training materials and SOPs for Senior Leadership cost center and budget tracking. Reduced spend variances to within 3% of plan.• Completed of a successful annual and 5-year expense and investment forecast within 2 months of start date using the new process.• Automated budget reconciliation on a monthly basis. New tools improved visibility by auto-generating summary variance analysis by cost center, division, and G/L account.• Created monthly custom financial reports to IT leadership and company executives under the Office of the CIO. • Built reports for forecasting, spend variance analysis, project costing, dashboards, and management reporting to provide visibility into financial performance.• Generated detailed TCO analysis for executive summaries that led to 100% budget approvals for high-impact initiatives within the quarter.

Northville, Michigan, Us

• After 1st promotion – Led FP&A process for SG&A process. Managed and approved spending by division leaders to stay on target for projected budgets.• After 2nd promotion – Led overall company FP&A, full P&L budget process. Aggregated data from holding companies to meet GAAP AS21 financial reporting requirements:o Managed 8-person budget team with members spread across 5 states and 3 countries.o Scope of activity included annual budget, rolling forecasts, and all associated reporting for 2 related corporations.-----------------------------------------------------------------------------------------• Exceeded performance goals to attain 2 promotions in 7 years. The company made exception to strict company-wide policy that team members must wait at least 5 years between promotions.• Authored detailed TCO and savings analysis for 5 prospective environmentally beneficial building infrastructure projects that led to a substantial reduction in energy usage for the company. Projected payback period was under 1 year gaining approval for all 5 projects.• Developed bespoke forecasting model to predict cash flow, cash pooling, and borrowing needs. New process generated improved rolling cash flow and increased income net on cash pooling by 6%.• Completed Holding Company consolidation level work, including elimination/investigation of related party transactions (20+ related parties), currency conversion (4 currencies), and portions of conversion of U.S. financial statements from U.S. GAAP to J-GAAP.• Prepared consolidation materials for use in holding company financial statement consolidation.• Implemented significant consolidation package process improvements and automation that saved 2 full days of staff work during close. This savings allowed the team to reduce close from 5 days to 3 days.• Targeted improvement to related party transaction reconciliation that saved the team over 120 month-end hours annually while also increasing accuracy.