Thomas Mcnulty Email & Phone Number

Norfolk, MA, US

Waltham, Massachusetts, United States

• Defined process improvement programs focused on quality, financial, and operational improvements within the New England Electric and Gas organizations. Lead cross-organizational teams on root cause analysis, solution.
• Lead process team that has driven $13M in organizational cost savings.
• Manage 12 LSS black belts / green belts within the connections, plan, work execution, and operations utility lifecycle.
• Manage New England Electric Digital PMO portfolio ~$140MM annually.

Boston, Massachusetts, United States

• Provided financial strategic and decision support for G&A ($770MM expenses; $200MM capex; 1,000 employees).
• Supported the following organizations: CFO, Facilities & Operations, IT, Legal-Compliance, Human Resources, and Communications.
• Developed month end close processes, reporting, forecasting and measurement plan leveraging process improvement methodologies.
• Managed a team of 5 and promoted cross-organizational projects, learning series, and networking opportunities.

Waltham, Massachusetts, United States

• Provided financial strategic and decision support for Power Business Unit ($70MM Revenue; $16MM expenses; 200 employees).
• Developed three-year strategic planning that includes organic and M&A growth.

Waltham, Massachusetts, United States

• Provided global strategic financial decision support and process improvements for three Business Units ($450MM Revenue; $90MM expenses; 900 employees).
• Reduced R&D expenses by $6MM through process improvements and cost management initiatives.
• Implemented product cost structure and contribution margin analysis to measure profitability and investment decision making.
• Developed month end close processes, reporting, forecasting, and FP&A functionality.
• Assisted on two M&A deals resulting in $15MM additional business unit revenue.
• Finance lead on implementing Eastern European R&D hub.

Waltham, MA

• Provided global financial management, decision support, and process improvements for G&A ($210MM expenses; 550 employees).
• Managed and advised worldwide budgets and business initiatives for 5 Senior Vice President’s (IT, Finance, Legal, HR, Communications).
• Lead a Lean Six Sigma initiative to increase customer experience by improving billing accuracy (Annual opportunity: $55MM).
• Reduced G&A operating expenses by $4MM with cost management and process improvement initiatives.
• Redesigned and implemented quarterly operating reviews, measurement reporting-dashboards, and planning processes.
• Reduced G&A month end close process by 2 days through process improvement initiatives.

Franklin, MA

• Provided global strategic management, decision support, and process improvements for GPO ($826MM expenses; 3,100 employees).
• Managed a team of 4 analyst and promoted cross-organizational projects, learning series, and networking opportunities.
• Drove initiatives and process improvements to produce $150MM in operating expense and $40MM capital expense efficiency gains.
• Managed Global Manufacturing Organization external / internal throughput model ($4B direct materials).
• Developed GPO Financial KPIs and integration into GPO dashboards.
• Managed business/balance sheet reviews, monthly forecast, and GPO cost allocations to business units / P&L.

Boston

• Provided global strategic management and financial support for the information technology ($120MM expenses; 300 employees) and operational services ($7MM expenses; 30 employees) organizations.
• Designed an end to end IT project management process to govern ongoing operational projects and $14MM in IT investment spend.
• Developed a measurement plan with the global travel organization to manage $450MM travel expenditure.

• Provided financial management, decision support, and process improvements for the institutional technology organization ($615MM expenses; 2,500 employees). Directly supported Capital Markets, OSG, and TMS technology.
• Managed analyst and interns. Participated as a mentor in Fidelity’s Mentor Program.
• Coordinated planning and analysis efforts with the Finance, IT, and institutional business units.
• Managed $150M in enterprise infrastructure expenses for the institutional business units.
• Designed a reporting, forecasting, and modeling application that provided transparency into $50MM of distributed services.
• Established an IT infrastructure capital process to manage $15MM in annual hardware purchases.

• Defined process improvement programs focused on quality, financial, and operational improvements within the Personal Workforce Investment Technology organization. Led cross-organizational teams on root cause analysis.
• Mentored six green belts within three different organizational units and assisted in facilitation of green belt training.
• Performed analysis on the health & welfare software development lifecycle process. Recommended solutions to improve testing, requirements and governance processes with a $1.2MM annual cost savings and a 10% defect.
• Designed improvements to the defined benefits unit testing process: $1.0MM annual cost savings and a 15% defect reduction.
• Eliminated poor quality in the Net Benefits H&W implementation process: $0.2MM annual cost savings and a 50% defect reduction

• Provided financial decision support to the Personal Workforce Investment Systems group ($240MM expenses, 400 employees).
• Led defined contribution’s FPRS application efficiency project that had a $2.3MM annual cost savings.
• Led resource studies to understand drivers of major applications; leveraged findings for cost management, pricing, and profitability.
• Created system’s activity-based costing model within PWI systems for 30 applications.

• Improved forecasting and client profitability models that provided real time performance measurements.
• Directed Activity based cost accounting methodology and unit cost productivity for $1.5B in expenses.
• Prepared and analyzed operating plans, forecasts, and general ledger closings.
• Managed and advised budgets ($160MM) and business initiatives for 6 Senior Vice Presidents.
• Developed and implemented productivity, cost accounting, and quality improvement strategies and measurements.

• Designed and implemented applications to consolidate and track the submission, credit evaluation, funding, and operational processes that generated revenues totaling over $4.8B per year in the Equipment Finance division

• Provided financial support and analytics on Corporate Information Management contact ($360MM contracts, $60MM NI), 25 Civil and Commercial Projects ($36MM contracts, $10MM NI)
• Priced OMNI Data Quality Engineering contract awarded to SRA ($4.5MM contract, $1.0MM NI).

• Established and maintained banking relationships by performing a needs-based analysis on customer portfolios to increase their profitability with minimal risk.

Bs, Business & Finance; Economics

Education record