William Anderson Email & Phone Number

Atlanta, Ga, Us

A trusted finance partner, leader, and communicator on executive decision-making teams, I know how to manage upwards with CEOs and understand how to move business forward beyond just the numbers. Following a change in leadership, I was brought onboard by the PE firm and Cherry Tree’s CEO for those very skills. Stepping in as a strategic partner in navigating a tough business and financial environment.I’ve introduced weekly/monthly KPIs to help drive organic growth, introduced the executive team to strategies and tools to solve working capital/liquidity challenges and equipped our VP of Ops with the financial acumen to make significant improvements in forecasting (rolling EBITDA/cash flow) and budgeting.Improved operating margins and lead M&A diligence efforts while effectively managing the finance, revenue cycle, HR and IT teams. Along with introducing rolling, monthly EBITDA forecasts (consolidated and individual clinic level), we raised the bar in 13-week cash flow forecasting. Instrumental in rebuilding Cherry Tree’s credibility with the board and lenders, was ensuring that the PE firm, its operators, and its lenders had strong weekly and monthly operational KPIs. Driving success for accounts receivable (AR), I increased liquidity and cash flow by decreasing days sales outstanding (DSO) and steered an accounts receivable (AR) project to migrate insurance carriers from paper checks to EFT for AR. [About the company: Cherry Tree Dental is a PE-backed healthcare company/DSO with 30+ locations operating across 10 markets in WI, IL, MI, and MN.]

Initially engaged by the PE firm and company CEO to step in as VP of Finance & Corporate Controller, I applied my experience in M&A integrations and PE/lender reporting while remediating issues that impeded business growth and process efficiencies. Subsequently promoted to CFO, I enhanced the global finance and accounting function.During a distressed time in the business, I brought calm, reason, and professionalism to the executive team. Following an acquisition, I built and integrated several finance teams into a stable, centralized, high-performing organization and maximized accounting and finance performance. This meant moving primary finance, accounting, and financial reporting staff from Canada to US corporate headquarters. And by recruiting, training, and coaching new hires and mentoring existing top performers in accounting and finance, we created a culture of excellence and employee retention while improving the reputation of the finance team up and down the organization.To lift margins and working capital, I positioned the company to weather tough macroeconomic conditions through aggressive growth, pricing, and cost control strategies. Alongside PE firm executives, I navigated lender covenant requirements and then joined the CEO and COO to expedite cost management and efficiencies to unlock working capital.Another success factor was increasing availability of funds for our US and Canadian operations, notably by managing cash flow planning and a 13- and 26-week cash flow forecasting process.Amalgamating financial systems, records, and processes for M&As was equally important. We shifted our accounting system, reduced the financial close cycle, and significantly improved accuracy of financial reporting to the board, PE sponsors, and creditors.[About the company: High-growth, PE-backed company providing quality airline ground, passenger, and cargo support services with operations in 70+ locations in the US and Canada.]

Peachtree City, Georgia

Atlanta, Georgia

Recruited by the CHRO and CFO to capitalize on my Big 4 (KPMG) audit and PE-backed healthcare experience, I navigated the finance team through a fast-paced, high-growth environment. At a time when the need for finance talent was at an all-time high, I’m proud of the fact that retention among my 10-member accounting and finance team (accountants, analysts, and accounts payable/AP personnel) was also high; to drive long-term success, I hired 2 new direct reports (assistant controller, AP manager) to drive long-term success.To cut reporting times , I introduced monthly, quarterly, and yearly financial reporting packages that were capable of navigating the nuances of reporting/compliance for PE sponsors and lenders. I also armed our CFO with in-depth board reports that reviewed and documented meetings and actions of the Board of Directors and Audit Committee. Additionally, I oversaw the annual external audit—from preparing audited financial statements to preparing and filing federal and state tax returns.In conjunction with the executive team, we introduced KPIs for cross-functional process improvements, enhanced the M&A due diligence and integration processes, and boosted month-end, quarterly, and annual close process and financial reporting data quality. Deploying a fully automated OCI AP system made all the difference in minimizing accounts payable (AP) processing times and late payments.[About the company: High-growth, nationally recognized PE-backed DSO with 140+ locations across 9 states.]

Atlanta, Georgia

As a direct report to the SVP & Corporate Controller, I focused efforts on championing the critical role of financial reporting in private equity. Critical to improving monthly, quarterly, and annual external financial reporting (e.g., preparation of GAAP financial statements, covenant and financial compliance reporting for principal banking institutions and 3rd-party master leases) was optimizing performance of my 15-person team.Following a company merger, part of my post-merger strategy included simplifying the closing process and fortifying the financial reporting group by creating additional support positions to accommodate our sudden increase in workload and providing Ernst & Young auditors as much assistance as possible during external reviews. Our quarterly and monthly close schedule was initiated through rigorous technical accounting, documentation, and communication—key factors in ensuring properly documented and GAAP-compliant financial statements.Partnering with the SVP & Controller on key change initiatives, our first order of business was improving management/financial reporting, annual budgeting and accounting, financial processes, accounting close process for insurance (P&C, Health, Workers Compensation and Professional Liability), treasury and cash accounts, intercompany transactions, capital and operating leases, goodwill, and debt and equity. [About the company: PE-backed post-acute care, skilled nursing company with 200+ locations across 21 states.]

Atlanta, Georgia

Atlanta, Georgia

An active, highly analytical problem solver, I led the accounting team, established internal controls, improved the close process, and expedited accounting memorandums for revenue recognition, barter transactions, and element arrangements.

I expedited financial statement audits, elevated document quality and staff performance, and apprised client management and audit committees on status.