Stephen Whiteman Email and Phone Number

Acquisition: In-Shape Solutions was acquired by Perpetual Capital Partners in January 2023 • Pre-Acquisition: Provided various financial projections to aid in the acquisition of In-Shape Solutions by Perpetual Capital Partners. • Post-acquisition: Quickly incorporated Perpetual’s 18 clubs into the existing 45-club In-Shape model to make a full company 5-year projection of the Income Statement, which also includes Capital Expenditures to arrive at a proxy for Free-Cash-Flow. Day to Day: • Lead the Annual Budget, Forecasts, and Long-Range Planning which includes projections for various membership KPIs, Income Sheet, Balance Sheet, and Statement of Cash Flows.• Spearhead Weekly Business Reviews with Executive Leadership by identifying key issues and potential solutions new member sales, member retention, controllable operating expense misses vs budget, and pricing/promotions.• Manage two Sr. Financial Analysts who are continuously building self-service dashboards in Tableau for various cross-functional partners, potential new offering proformas, monthly KPI goals for the field team, etc.• For potential acquisitions, I prepare a detailed proforma with various scenarios including build-out costs, pricing strategy, and membership growth. I also provide insights as to how that site's surrounding demographics and projections compare to existing In-Shape clubs.

Created several models with various scenarios to influence decisions on which clubs to keep as In-Shape navigated chapter 11 bankruptcy. Led the entire budget process. Hired a direct report to help balance the workload.

Made several improvements in the quality of reports as well as consolidating reports which increased engagement in the field. Created a high-level market report that was received well by the CEO and used to quickly identify markets and clubs that were either over or underperforming. Responsible for understanding variances vs prior year and budget. Performed several different correlation and benchmark analyses to identify clubs that were missing on key GLs such as Repair and Maintenance or Employee Expense vs Member Usage. Worked cross-functionally to compile the Annual Budget and validate its assumptions.

Supported the entire company from a supply chain perspective. This includes working directly with both Winter Heating and Summer Grilling product lines. During my time at Duraflame Inc. Implemented several tools that greatly increased forecast accuracy and in return, improved inventory levels and drove out waste. To cultivate a clear line of communication between the sales team and the production team I developed and rolled out a total company ES&OP process. Frequently performed various financial models, sales analysis, and contract reviews and then presented my recommendations directly to the VP of Sales.

Supported the Glad trash and food business from a total delivered cost perspective by leading the forecast and close processes. Created forecasts for inventory values, cost savings projects, market movement, purchase price variance, special project up charges, donations and destructions, and inventory capitalization. Every month I reconciled accounts that contained variances up to $3.5M. To explain variances I utilized data pulls from SAP, BW, and Essebase and then further manipulated the data using Excel to draw meaningful business drivers. I was responsible for setting the FY18 standard costs to ensure the cost of goods sold and inventory would be accurately stated. During my time in the position, I greatly improved tools and templates to enable faster and more accurate analysis. Recognized for facilitating a process improvement effort that eliminated waste during forecasts and closes. Presented to my colleagues in a class on how they could eliminate waste in their daily activities while improving accuracy.

Worked on the Finance Integration and Transformation Team. While on this team I supported 8 key agile initiatives cross-functionally (approx. 31,000+ effort hours reduced) by leading the scope planning, understanding of current state processes and key pain points, supporting kaizen events, and leading multiple functional and cross-functional team implementation meetings to ensure projects remained on track to meet future state objectives. Redesigned, instituted, and championed the IT intake process for the Finance organization which resulted in approx. $2M value delivered over 9 months. After mastering my current role I took on other projects to broaden my experience and grow my knowledge such as rolling standard costs for the Burt's Bees team, performing trend analysis to eliminate late accounting entries, and preparing the budget update for my team.