FP&A INNOVATION Successful Planning Through Strategic Financial Initiatives Optimize Decision Making Financial Forecasting & Planning Summit September 15-16, 2011 | Intercontinental | Boston
Hear Experts. Share.Matthew Ziegler, Vice President of FP&A, AOLJohn Coskran, Senior Director, Domestic FP&A, Best BuyStephanie Thomas, Sr. Director Global FP&A, BMSInder Singh, VP, Corporate Portfolio Management, Finance, CiscoRob Harryman, Director Corporate Planning & Analysis, ClarientTarun Chopra, CFO, & VP Finance, WorldwideRoberto Moreas, Vice President, Strategy & Marketplace Intelligence, Coca-ColaDavid Mann, Director of Finance, Constant ContactSam Gar eld, VP, Operational Excellence / Enterprise PMO, Discovery CommunicationsSimon Robinson, Senior Vice President, Corporate FP&A, Discovery CommunicationsBrian Johnson, SVP, Finance & Operations, Genworth FinancialGary Alicea, Director, Finance, Florida International UniversityMary Loomas, Senior Controller, Next Generation FP&A, IntelAdam Carson, Director of Finance, IntuitAlan Priest, Vice President, Financial Planning, LiveOpsAndrea Freedman, Chief Financial Oﬃcer, Method HomeDavid Elrod, Director of Finance, MicrosoftMichael Schwindle, Chief Financial Oﬃcer, Musician’s FriendDaniel Acosta, Director, Strategy & Analytics, Oﬃce DepotGreg Hinson, Associate Director, Global Shared Services, Procter & GambleBrad Hampton, Vice President, Finance, Sprint NextelArturo Guillen, Vice President of Finance & CFO North America, United PhosphorousBas Brukx, Vice President, FP&A, VocusJohn Cappadona, Director FP&A, WB MasonDon Wilson, Vice President, EIM and Specialized Program Delivery, Bank of America
Innovate. Plan. Execute. CFO FP&A Finance Controllers Finance & Operations Strategy & Planning Business Planning & youEﬀective nancial planning is central to business success. In the modernbusiness environment technological developments and the advances ofglobalization have created unparalleled opportunities for businesses toexpand their markets. But new opportunity has opened the door to newchallenges.This summit will focus on the solutions oﬀered by innovative nancialplanning and business forecasting. The Summit will comprise of learningobjectives, illustrated intermittently with a number of illustrative casestudies, to include:- Strategies to engage senior leadership around nancial forecasts and reviews, as well as methods to facilitate this- Using the nancial forecast as the vehicle to drive accountability for results- Learn how to optimize the role of Financial Forecasting & Planning in your company- Budget, Financial Plan and Forecasting - an approach to a single repeatable nancial planning cycleand much more..........
Mary Loomas, Senior Controller, Next Generation FP&A, Intel Intel, Corporate Finance Planning & Reporting Intel is the worlds largest semiconductor chip maker, based on revenue.. Intel has over 85,000 employees worldwide. current business complexities and the increased rate of change in the market place a new project is being launched to re-engineer the budgets and planning processes at Intel with the goal to improve cycle time, address gaps in the current processes, and create better analytics and portfolio analysis capabilities. In this presentation, Mary will review the lessons learned from the initial program and the next steps for Intel to tackle for nancial planning.Mary Loomas recently rejoined Intel to lead a nancial planning re-engineering program. An entrepreneur for the past sevenyears, Mary has created a Chocolate company which was named one of the top 50 Chocolatiers by Complex Magazine. Beforethat, Mary spent 10 years at Intel in various nance positions including Finance eBusiness Solutions, Corporate MarketingController, Cost & Inventory Manager and Technology Manufacturing Finance Manager. Prior to Intel, Mary spent 10 years withBAE Systems as a Division Controller and Marketing Manager. Mary has her MBA from Loyola Marymount University and a BAfrom U.C. San Diego. Matthew Ziegler, VP, FP&A, AOL FP&A Innovation at AOL This presentation will focus on the innovative use of FP&A in driving business change, covering: - Systems - use of HFM/HP and Tableau - Patch - trying to plan for and operate a highly distributed business model/start-up inside a public company - Leveraging Indian resources eﬀectively - Employee culture - Finance-developed awards and advancement programsMatthew Ziegler is responsible for the FP&A function for the Paid Services, Corporate, and Technology groups. He has heldmultiple FP&A roles at AOL over the last 11 years, including leading AOLs Corporate Planning function during the spin-oﬀ fromTime Warner in 2009, as well as in the International and Digital Services groups. Prior to AOL, he was at MCI WorldcomsCorporate Planning group and also in consulting. Matthew has a B.S. degree in International Finance from the AmericanUniversity Stephanie Thomas, Sr. Director Global FP&A, BMS Global Financial Planning Transformation: A Case Study Bristol-Myers Squibb has rede ned its Finance function over the last three years through simpli cation, standardization and, where valuable, outsourcing. We signi cantly reduced the frequency and granularity of our nancial forecasts. We aligned P&L, Working Capital, Tax and Cash Planning into one cohesive exercise. We built, from scratch, integrated systems for Financial Reporting and Financial Planning. Can driver-based budgeting be uniformly applied? Is standardization a realistic objective? What sort of change management, and what sort of organization must accompany this re-engineering? What is the proper role of MS Excel in a sophisticated FP&A department? I will describe for you our transformation and some of our ongoing challenges.Stephanie Thomas is responsible for Global Financial Planning & Reporting capabilities at Bristol-Myers Squibb, a globalbiopharmaceutical company. Over the past 10 years, Stephanie has been involved in various types of FP&A, in-country, atregional HQ and at Corporate HQ. Starting in 2007, BMS underwent whole scale transformation from a mid-cap health carecompany to a next-generation, focused BioPharma business. Stephanie now leads their Financial Planning & Reporting center forproductivity, whose job is to constantly innovate and anticipate how new technology and lean processes can enable an agileand entrepreneurial response to the company’s changed focus.
Rob Harryman, Director Corporate Planning & Analysis, Clarient Implementing Rolling Forecasting: A Case Study In 2010, Clarient, Inc. (NASDAQ: CLRT) transitioned from a high-growth cancer diagnostics lab with recurring losses to one that managed to a pro table bottom line by a commitment to scal management through the implementation of driver-based rolling forecasts and monthly operating unit budget to actual/ business management meetings. Through these tools, senior management has been able to navigate the numerous unexpected variances from plan that occur in any business and still achieve overall variances of 1% or less by making real-time decisions. In this case study, Rob Harryman will discuss the tools used, how they were developed, and how these eﬀorts translated into the pending acquisition by GE.Rob Harryman is the Director of Corporate Planning and Analysis at Clarient, Inc., a cancer molecular diagnostic and anatomicpathology laboratory. In this position, his responsibilities include managing the company’s annual budgeting process, long-range planning and forecasting activities. Additionally, he has been fortunate to be involved in the company’s various nancingand M&A activities over his three years with the company. Prior to Clarient, he was the Director of Finance for RegencyEnterprises, a lm production and distribution company in Los Angeles and began his career with the Seattle oﬃce of Deloitte. Sam Gar eld, VP, Operational Excellence / Enterprise PMO Discovery Communications Transforming Discoverys External and Management Reporting This presentation examines how Discovery Communications nance organization embarked on an initiative to simplify our accounting structures and enhance our nancial reporting capabilities in preparation for becoming a publically traded company. The eﬀort focused on implementing a uni ed, companywide nancial reporting solution that signi cantly reduced the number of Excel-generated reports used in the reporting process. The initiative also provided: - Consistency in the reporting views used by Management (across Divisions and Business Units) and those provided to the SEC and shareholders; - Introduced a new nancial management report book that improved the transparency of nancial results through focused analysis in one consistent format.Sam Gar eld has spent the last seven years at Discovery Communications focusing on nancial systems and processimprovement. Sam is currently the Vice President, Operational Excellence / Enterprise PMO. Discovery Communications is theworlds number one non ction media company reaching more than 1.5 billion cumulative subscribers in over 170 countries.Prior to Discovery, Sam worked at BearingPoint, AOL Time Warner in International Finance and Arthur Andersen LLP. He hasreceived a Bachelors and Masters of Business Administration from the University of Maryland Matthew Glaser, Global Director, Finance, Adobe Systems Use the FP&A Pulpit to Business Partner with Sales and Directly Drive Predictable Revenue · De ning the role of “Sales Finance” as the engine of revenue growth and cost containment within the organization · Methods for positioning Sales Finance to transcend the pivot table and leverage the skill set of a sales nancial professional to help formulate eﬀective sales strategies · Building credibility and relationships with Sales Manager and Executives as an eﬀective means to collecting forecast data and in uencing organizational priorities · Finance as a sales tool: optimizing the role and skillMatthew Glaser is a Financial and sales operations professional with over 10 years of progressively responsible positionssupporting and creating high performing sales teams in the technology and software sector. In his role as a Sales Controller hehas created and managed high performing Sale Finance teams directly engaged with driving top line revenue growth, winningawards for exceptional sales support while serving in variety of positions at diﬀerent companies. He has experience in all aspectsof sales nance, quote to cash operations, structuring and negotiating complex technology sales transactions, revenue andexpense forecasting, reporting and planning.
Michael Schwindle, VP & CFO, Musician’s Friend Developing a Team Face it: we are leaders, and a leader is only as good as his/her team. How do you build or develop a solid team? How do you structure your value proposition to your CEO and to the rest of the organization? There are many considerations as you build a team that takes your organizations data and transforms it into knowledge that can be used for decision-making. Explore real-life examples of how nancial planning teams have been built to address business challenges: talent management, development, collaboration, and role & responsibilities management. Also, how do you hold onto those critical resources?Michael Schwindle is VP of Finance and divisional CFO for Musicians Friend (the online arm of Guitar Center, the largest onlineretailer of musical instruments, and the 36th largest e-tailer. In his time at Musicians Friend, Michael has driven signi cant cost-reduction initiatives, improved planning processes, and increased Finances analytical support with all operational areas. He has22 years of experience predominately in the retail industry and has knowledge and experience in many functional areasincluding corporate nance, treasury, investor relations, strategic planning, nancial planning, sales analysis, merchandiseplanning, store control, supply chain, and human resources. David Mann, Director, Finance, Constant Contact A Better Option than Just Saying ‘No’ – Linking Investments to Strategy One stereo type of the nancial planning and analysis role is that of the nancial cop - that is, someone who simply says ‘ yes’ or ‘no’ to budget and investments requests, without providing perspective. The goal is to ip this relationship on its head. Companies should establish an agreed upon long term strategy, and from there, determine short-term guidelines to link the strategy to investment decisions. Under this framework, nance is a business partner, steering appropriate investment decisions that are well understood by the organization, and ensuring investments turned down are done so based on sound business rationale. As a result, nance is more actively engaged in the business decisions and direction of the company. David Mann is the director of nance and assistant treasurer at Constant Contact (NASDAQ: CTCT). David helped take ConstantContact public in 2007 and is part of the leadership team that has driven compound annual revenue growth of 60% since then.David has more than 15 years of experience in nance, including nancial planning and analysis, treasury, M&A, and investmentbanking. David previously worked at Raytheon, Gtech, Citibank, the Federal Reserve Bank of Boston, and various startups. Curtis Neumann, Director, Corporate FP&A, AT&T High Performance Driver Based Modeling at AT&T Recently, AT&T transitioned to a fully cost allocated product and assigned pro t center internal reporting standard to address a new accountability paradigm. To align with this new reporting standard, the Corporate Planning group had to dramatically expand its driver based annual target models to accommodate the new data scale, resulting in more than a hundred interconnected Excel les. These spreadsheets became diﬃcult to change structurally and new iterations of input data took days to model. Utilizing Oracle Essbase 9, a market leading analytical tool, the driver based modeling iteration durations became lightning fast (hours to complete) and error free.Curtis Neumann is a FP&A Associate Director with AT&T and leads the Corporate Planning Systems group. During his 15 yeartenure with AT&T, Curtis architected and implemented various innovative nancial reporting and strategic planning solutionsutilizing industry leading BI tools including Oracle Essbase, Oracle Planning and Oracle Financial Management. Prior to joiningAT&T, Curtis held various nance and accounting positions in real estate management, hospitality and food manufacturing. Aftergraduating with a BS degree from UC Berkeley in 1987, he worked for Deloitte and Touche in San Francisco and obtained his CPAcerti cation in 1992.
Inder Singh, VP, Corporate Portfolio Management, Finance, Cisco Using Portfolio Management to Drive Long Term Growth at Cisco During this session, Inder Singh -- Vice President of Corporate Portfolio Management and M&A -- will share Cisco’s approach to prioritizing and managing the company’s strategic investments related to long-term growth. In this keynote, you will learn how Cisco: · Uses portfolio management to drive its long-term growth strategy · Prioritizes investment opportunities in 30+ market adjacencies · Measures and manages the performance of its diverse portfolioCisco has a robust leadership team including Inder Singh, Vice President of Corporate Portfolio Management, M&A Finance andLong-Range Planning. Inder has been focused on aligning Cisco’s corporate strategy with those of the business segments, and inhelping the organizations maximize its’ investments and M&A activities. Speci cally, addressing the big questions of what Ciscowill invest in to get them to their targeted growth, and working with the business on the how-to strategy. Bas Brukx, Vice President, FP&A, Vocus More Real Time, Less Wasted Time; The Bene ts of Real Time Forecasting What if you could have real time view into your company’s future? Vocus (NASDAQ: VOCS) has created a global, highly exible and dynamic planning environment. Our infrastructure and processes oﬀer real time monitoring of key nancial and operational metrics and determine the impact of changing business conditions on operations, forecasted nancials and strategic direction. In addition, it allows us to quickly model diﬀerent strategic initiatives, what-if scenarios and potential acquisitions. We’re able to then translate those initiatives into operational and tactical plans and measure their success. Learn what Vocus did to create real time forecasting.Bas Brukx brings with him over 16 years of experience in Financial Planning and Analysis. As Vice President of FP&A, Bas leads ateam that is responsible for all quarterly and annual planning activities, results analysis and management reporting for Vocusglobal operations. During his nine years at Vocus, Bas has been instrumental in helping the company obtain several rounds ofventure capital, complete a successful initial public oﬀering , and close six acquisitions.Prior to Vocus, Bas held several nancialmanagement positions at Nexchange, WorldPort Communications and MCI Worldcom. Bas earned his BBA from NyenrodeUniversity in the Netherlands and his MBA from Emory. Don Wilson, VP, EIM and Specialized Program Delivery, Bank of America Firing on All Cylinders As the economy evolves, so do organizational strategies. Evolving markets are complex. Organizations are re-evaluating core competencies beyond traditional boundaries. Long-term growth is sustained by eﬀectively integrating the full range of organizational capabilities. For organizations today; it’s never been more challenging to integrate capabilities through and across the organization.Don is a VP / change manager for Bank of America’s Enterprise infrastructure organization. Don is responsible for leadingEnterprise change and simpli cation associated with mission critical systems. Don has over 28 years of project and programmanagement experience. Don has his MBA from Strayer University and certi cations in Project Management, QualityManagement / Operational Excellence and Six Sigma. Don’s passion at the bank is driving operational excellence across the bank(people, processes and technology capabilities). Don’s passions outside of the bank include his family (inlc. his new grand-daughter) and the rare opportunity to play golf.
Brian Johnson, SVP, Finance & Operations, Genworth Financial Global FP&A Process Implementation at Genworth Brian is responsible for ensuring Genworth’s Finance key processes are designed to eﬀectively/eﬃciently provide consistent and reliable results as well as provide prioritization and project management of key Finance initiatives. Prior to his role in Finance Operations, Brian was the Senior Vice President of Finance Systems where he led full lifecycle program for the world-wide implementation of a single ERP and Business Intelligence solution.Brian Johnson, SVP, Finance Operations, Genworth Financial Mr. Brian Johnson has been the Senior Vice President of FinanceOperations of Genworth Financial, Inc since February 2009. In his current role, Brian is responsible for ensuring Genworth’sFinance key processes are designed to eﬀectively/eﬃciently provide consistent and reliable results as well as provideprioritization and project management of key Finance initiatives. Prior to his role in Finance Operations, Brian was the Senior VicePresident of Finance Systems where he led full lifecycle program for the world-wide implementation of a single ERP and BusinessIntelligence solution. The initiative included the transformation of business processes for budgeting, planning, forecasting andreporting, development of shared service facilities and the implementation of the global solution. John Cappadona, Director FP&A, WB Mason Taking Finance to the next phase - Building FP&A at WB Mason Founded in 1898, W.B. Mason is the largest private oﬃce products dealer in the United States with sales rapidly approaching $1B. The company has 10 distribution centers and some 20 showrooms in ten states. In recent years, WB Mason has dramatically accelerated its growth trajectory, doubling in size the last ve years and expects to continue to see double digit growth over the next ve years. WB Mason has recently established a Financial Planning and Analysis function in order to help drive the company through their next growth phase. This presentation will cover the nancial tools and processes that have been introduced and how FP&A is helping to drive operational eﬃciency and accountability throughout the company.John Cappadona is the Director of Financial Planning and Analysis at WB Mason where he was brought in to build the function.Prior to joining WB Mason, John was the Vice President, Operational Finance at Gyrus ACMI and Sr. Manager Operations FP&A atBoston Scienti c. John holds a B.S. in Finance from the University of Massachusetts, Amherst and an MBA from Babson College. Tarun Chopra, CFO, & VP Finance, Clements Worldwide The Proces of Financial Analysis An overview of alignment between capital planning, business operations, nanial analysis and planning cycle. All companies conduct nancial analysis of various sorts. The presentation takes best practices across various industries and provides an eﬃcient, structured process on conducting nancial analysis.Tarun Chopra is a senior business executive with over 18 years of experience in nance, strategy, accounting and M&A. As CFO,Vice President of Finance at Clements Worldwide currently, he is responsible for strategic leadership and oversight of the Financedivision, in addition to corporate compliance, treasury and M&A. He has held multiple leadership positions globally with Fortune500 companies, including Fannie Mae, Whirlpool Corporation, Boston Consulting Group and Ernst & Young. He has a CharteredAccountancy and earned his MBA from Melbourne Business School.
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Pre Event Workshop. Application Requirements for Rolling Forecasts By Rand Heer, founder and architect of the original Pillar software, now CEO of Alight Planning; and Ben Lamorte, VP Sales, Alight Planning.13.00 - 14.50 The Planning Maturity Curve: Where Are You? Where Do You Want to Be? In the fast paced and often humorous workshop, Rand and Ben analyze the ve levels of planning maturity— no planning, seat of the pants, budgeting, forecasting and agile planning—based on their adaptation of the Capability Maturity Model rst developed at Carnegie Mellon University. Not surprisingly, the goals, processes and requirements for each type of planning vary substantially including eﬀectiveness in resource management and impact on decision making. The workshop includes a company case study of Agile PlanningTM, a new methodology for real time collaboration and scenario analysis now being used by many organizations for overhauling their stagnant and over politicized planning processes. Also, Rand and Ben perform a hilarious simulation of a real time agile planning session.15.00 - 15.50 Application Requirements for Rolling Forecasts The challenges for implementing rolling forecasts often boil down to how well your planning software handles three critical processes: · Scenario analysis: You can’t predict the future, but you can set up ‘what if’ scenarios that let you explore in real time how you might behave or decide if things are better, worse or just diﬀerent. · Driver-based planning: You need to reduce data volumes. You do this with driver-based planning where material items in a nancial plan are linked to operational drivers of the business. · Integrating actuals: It’s not just importing. You need to integrate actuals into your plans, lining up actuals and plan data to identify trends and using actuals as drivers for forecast time periods. Based on customer case studies, this fast paced workshop will explore how robust functionality in these three areas will help you implement a true rolling forecast process.16.00 - 17.00 Planning for Black Swans In his groundbreaking book The Black Swan, Nassim Taleb describes the elements of Black Swans, those highly improbable events (such as the nancial crisis of 2008) that cause massive negative and positive consequences. In this fast moving and thoughtful presentation, Rand Heer kicks oﬀ a new dialog within the planning community by translating Taleb’s theories into best practices for how nance, sales and operations staﬀs should think about and plan for Black Swans. Speci c topics items include: • What are Black Swans? De nitions and examples from recent history. • Understanding your domain: the risks and opportunities of “scale” in your business. • You can’t predict the future, but… strategies for preparing for high impact events. • The Black Swan modeling checklist: speci cs for getting a handle. • The special role of scenario analysis for understanding exposures.
General information.Financial Forecasting & Planning SummitSeptember 15-16, 2011 | Intercontinental | BostonSpecial Oﬀer Early Bird PriceRegular Summit Price: $1495Before July 31st: only $1295Register now to secure your place. Price includes all speaker presentations.Limited capacity. Invitation OnlyTeam Discount Oﬀer3 tickets: $3000 ($1000 per attendee)5 tickets: $4500 ($900 per attendee)For special opportunities for groups, contact us at email@example.comThree Ways to RegisterPhone (310) 933 6017Fax (323) 446 7673Website http://theiegroup.com/FPA_Boston/Register.htmlFor more information, contact us at firstname.lastname@example.org
REGISTRATION FORM. Financial Forecasting & Planning Summit September 15-16, 2011 | Intercontinental | BostonRegular Summit Price: $1495Before July 31st: only $1295For registration or more information on the program, please visit our website at http://theiegroup.com/FPA_Boston call (310) 933 6017, or fax this registration form to (323) 446 7673NAMETITLE DEPARTMENTCOMPANY INDUSTRYADDRESS CITYSTATE/PROVINCE ZIP/POSTAL CODE COUNTRYEMAIL BUSINESS PHONE NUMBER FAX NUMBERPayment Options Check Payable (Make check payable to The Innovation Enterprise Limited) Invoice me Visa Mastercard American Express Diners Club DiscoverCARD NUMBER EXPIRATION DATE SECURITY NO.CARDHOLDERS NAME CARDHOLDER’S SIGNATUREPricing (Exclusive offer until July 31, 2011) Early Registration Summit Price: $1295 Attendees_____________ 3 Tickets $3000 ($1000 Per Attendee) 5 Tickets $4500 ($900 Per Attendee) Pre Event Workshop Pass - $300 Places are transferable without any charge. Cancellations before August 1, 2011 incur an administrative charge of 30%. If you cancel your registration after August 1, 2011 we will charge the full fee. You must notify IE Group in writing of a cancellation, or we will charge the full fee. IE Group reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT