Tiger Business Services specializes in interim/fractional CFO services and support for finance projects.

$115M P&L FP&A * Accounting * Tax Planning * Budgeting & Forecasting * Credit & Collection * Bank Relationship Management * Risk & Audit * P&L/Balance Sheet/Cash Flow * Transfer Pricing * Sales Forecasting * Inventory Management * Matrixed organizationLeading organization change: Moving from startup (owner/operator) to wholly owned division of public company.Credit & Collection wins: Strengthening credit granting through analytics to lower risk of uncollectible accounts; collection of $4M past due balance through focused approach to managing receivables.

Since exiting along with other C-Suite leadership at my previous organization, I’ve applied my CFO leadership and financial analytic skills to evaluate a manufacturing and distribution business, including market and product viability.

Promoted from Director of Finance within the year, I led a strategy yielding 18% revenue growth over 2 years as this Japanese company’s most profitable subsidiary – 3X greater than the U.S. industry average. I attribute this success to leading a 22-member high performance team and creating robust tools and reporting that allowed the company to act on data-informed financial planning, overcame language barriers and secured Finance’s seat at leadership table in Japan. ADDITIONAL FINANCE STRATEGY HIGHLIGHTS:➜ Drove a 10% revenue increase, eliminated OT by 10% and saved 6-figures in temporary storage costs by replacing historical inventory gut checks with data-based supply chain decision-making, applying location-based stocking inventory processes inventory processes for fast-moving product and strategic resource allocation. ➜ Created 3-year business and operations plan. Gained parent company approval through illustration-rich communications that ensured key messaging was accurately translated. ➜ Improved communications with parent company and enhanced understanding of U.S. business climate by implementing monthly FP&A reporting reviews and a corporate scorecard for overseas company executives. ➜ Eliminated vendor payment delays and stabilized at-risk vendor relationships by automating previously manual invoice processing. ➜ Collected 95% of an 8-figure credit portfolio within 30 days of due dates, and recouped payments by consolidating credit and establishing corporate standards and controls for monitoring and collections. In this role I oversaw the following functions:FP&A | Accounting | Tax Planning | Budgeting & Forecasting | Credit & Collection | Bank Relationship Management | Risk & Audit

In just 18 months, I built a finance infrastructure that transformed leadership’s understanding of spend from nebulous to transparent and allowed this mass media giant to accurately analyze the financials of its emerging and rapidly growing digital media business. FINANCE STRATEGY HIGHLIGHTS:➜ Enabled CIOs and CTO to understand both qualitative and quantitative returns on investment by introducing formalized data-informed investment business case reviews. ➜ Replaced General Ledger reporting with robust project tracking software – providing cost allocation data that aligned investments with initiatives to determine investment IRR (internal rate of return) and enable go/no-go decisions.

Promoted to ultimately support 9 EVP business lines and a 2000-associate organization, my career progression with this mass media Fortune 500 occurred as follows:­ - VP/Executive Director of Technology & Development Finance (2012–2015) ­ - Senior Director of Financial Analysis (2008–2012) ­ - Director of Financial Analysis (2005–2008) ­ - Assistant Controller – WarnerMedia Segment (2003–2005) FINANCE STRATEGY HIGHLIGHTS:➜ Reduced OPEX 50% and achieved spend clarity – through deep-dive analytics around resource allocation and by replacing costly-new technology with more cost-effective solutions for mobile media consumption. ➜ Led the consolidation of 60 LOBs into 1 global technology organization – offering business a consolidated and transparent view of spend goals and objectives key to investment prioritization. ➜ Established controls that transformed transactions from ad-hoc to procedural and standardized reporting that armed CIO with data to support cases. ➜ Performed early valuation and due diligence that supported senior leadership go/no-go decision-making regarding underperforming units. ➜ Instituted process that ensured accurate approval, assignment and departure of resources, and created a monthly executive reporting package that articulated capacity utilization, project status, and actual v. budget snapshot. ➜ Mitigated shared service cost allocation concerns by implementing a service/product customer model that benchmarked internal expenses against costs of external service providers. ➜ Reduced forecast variances from upwards of 20% to <5% across the board, and established trust CIOs, SVPs and management team who came to embrace the importance of forecasting.

Applying accounting and leadership expertise to a new industry (mass media), I built on skills acquired during my earlier tenures as a Big 4 Auditor and an Accounting Manager for a porous plastics manufacturer. ➜ Established an accounting structure for our TV production company that included accounting for series licensing.

Responsible for accounting close and the corporate allocation process for this plastics manufacturer, I achieved the following FINANCE STRATEGY HIGHLIGHTS: ➜ Created an inventory waste analysis that drove 7% efficiency in the manufacturing process.

As engagement lead after just one year of experience, I worked with our office’s most complex clients and emerged as a retail accounting expert following work on Sak’s Fifth Avenue audit.