Thom Hoang Email & Phone Number

Cincinnati, Oh, Us

San Jose, Ca, Us

In my role as Finance Director at PayPal, I spearhead the company's FP&A transformation efforts, focusing on driving standard work, process design improvements, and enhancing analytical tools and reporting capabilities.

Oversaw comprehensive financial planning, analysis, and reporting activities for the entire organization, ensuring a robust connection with the Tax, Controllership, and Treasury departments.- Initiated and developed the Total Company Cash Process from scratch, encompassing talent acquisition, tool implementation, process development, relationship building, and capability enhancement. Oversaw various planning and forecasting cycles, closing procedures, recasting, and other financial operations to maintain an accurate financial stance for the company.- Recruited and mentored talent to address emerging challenges and establish enduring processes.- Acted as a liaison across different departments to secure the most recent and dependable forecasts, conducted scenario analysis, and performed financial modeling to facilitate prompt management decisions.- Collaborated with IT and Controllership to refine processes, as well as to design, test, and deploy new systems and applications.- Engaged with all segment leaders (totaling 12) to achieve the organization’s overarching financial objectives.- Offered prompt assistance to the Investor Relations (IR) team for events such as Investor Day, Earnings calls, and Analyst inquiries.- Partnered with Controllership on 10Q/K filings, enhancing the insights provided into the financial outcomes.- Handled multiple priorities concurrently to guarantee the timely and high-quality completion of deliverables for various stakeholders.

Boston, Ma, Us

- Spearheaded the deployment of Atlas (GE’s global costing tool) and Workday, establishing a unified platform for cost management. -> Collaborated with all Business Units (BUs) and Digital Technology (DT) teams to consolidate functional requirements and enhancements, transforming Atlas into a centralized hub for GE’s costing operations. -> Directed the design of Outbound testing, orchestrating over 11,000 test scenarios in partnership with People Operations to mitigate financial risks, culminating in approvals from all business segments. ->Implemented a consolidated headcount reporting system across the company, fulfilling both internal and external reporting needs. -> Conducted comprehensive training for over 3,000 finance professionals on Atlas and Workday systems. - Centralized the costing process, Compensation & Benefits (including bonuses), and headcount reporting for the Corporate sector. - Championed the Lean Monthly Close Project for GE Corporate Business Unit, refining existing procedures to expedite the monthly close. This involved: -> Identifying lean opportunities to develop enduring processes that align with new closing and reporting standards. -> Executing strategies to bridge gaps while maintaining a balance between process linearity and forecasting accuracy to aid business decisions. - Oversaw the division of GE into three distinct entities: GE Healthcare, GE Vernova, and GE Aerospace, managing the associated separation tasks, including the wind-down program and cost/benefit analyses.

• Successfully rolled out a sustainable costing management process for GE, known as Employee Cost Manager (ECM). Put governance & control into upstream costing process to prevent errors downstream. Saved $MM of cost by removing waste from rework• Leveraged lean practice to build out standard work & visual management whilst rolling out the standard operating model of finance costing experts across BUs; provided insights into daily operation, focused on areas with high volume of request to automate work for repetitive tasks • Rolled out the centralized bonus accrual model and C&B management for GE Corporate, GO, GGO and GE Digital to ensure privacy of data being protected, simplify the process, and saved significant amount of manual touchpoint in the process

• Grew business base cost support and led migrations into the global shared service model • Partnered w/ centers globally to build standardization & leverage best practice sharing

• Managed $700+MM of costs for two industrial businesses whilst standardizing global processes to reduce manual effort & provided clarity into operations & opp’ties for cost-out • Rolled out the standard reporting package & partnered w/ senior leaderships for timely decision-making support

East Cleveland, Oh, Us

• Took part in a global SAP implementation whilst building up process to support a new business model within lighting industry – project finance; leveraged deep understanding of all LED product lines’ profitability to provide insight into cost-out opp’ty to improve project margin

East Cleveland, Oh, Us

• Four 6-month rotations in these areas: cash flow, base cost, treasury & supply chain finance• Worked in different businesses, countries whilst completing all the course work & assignments

Asian Executive Leadership Program, Organizational Leadership, Diversity & Inclusion

Executive Education, Business Leadership - Lean Management

Masters Of Business Administration, Accounting

Bachelor Of Science In Business (Honors), Accounting