Terry has over 19 years of broad financial leadership experience across multiple industries. He currently serves as VP of Audit for Arrow Electronics, a $23B Fortune 150 company. Prior to Arrow, he led finance for a $1.8B segment of Broadridge Financial Solutions and was a partner at Deloitte. Terry aims to transform finance departments to better support the business through initiatives like expanding capabilities and influence of the audit function and increasing finance's ability to support strategic planning and analysis. The presentation outlines Terry's approach to finance transformation, including understanding the current state, developing a strategy for change, implementing changes, and continually re-evaluating the strategy.

1. Transformation
Creating an Impactful Corporate Function
February 11, 2016

2. Terrance Mendez (Terry) has over 19 years of broad financial leadership experience in all aspects of
finance, accounting, auditing, risk management, and financial management. Exposure to both
Domestic and International operations with wide industry experience that includes Software & SAAS,
Business Process Outsourcing, Manufacturing, Global Distribution, Aerospace & Defense,
Telecommunications, Consumer Products and Digital Media.
He currently serves as the VP of Audit for Arrow Electronics (Ticker: ARW), a $23B Fortune 150 global
provider of products, services, and solutions to industrial and commercial users of electronic
components and enterprise computing solutions.
Prior to joining Arrow, Terry led financial planning, financial reporting, and enterprise risk management
for the $1.8B global Investor Communication Solutions segment of Broadridge Financial Solutions
(Ticker BR). He was also a Partner Elect in Deloitte’s Technology, Media and Telecommunications
practice responsible for targeting sell in and sell through opportunities while delivering high quality
audit, transaction advisory, IPO readiness and consulting services to organizations in all stages of
development.
Relevant Accomplishments
 Helped lead Deloitte’s Grow & Defend Fortress Deloitte Program. Designing and executing
transformation projects for clients that were experiencing Moments that Mattered.
 Increased finance’s ability to support the business by transforming the delivery of financial planning,
analysis, and close practices.
 Expanded the impact and influence of Corporate Audit by retooling capabilities
in alignment with global strategy

3. Change Management
“Moving from a current state to some future
state.”
Transformation
“The journey of understanding the current
state and evaluating whether the current
state needs to evolve to remain pertinent
given strategic direction”
Defining the Why’s
“the continuous process of designing,
evaluating, implementing, and re-evaluating
whether change is achieving expected
results”

4. Defining the Why, the What, and the How?
Staying ahead of Transformation
The Service Advisory Triangle
Agenda

5. Strategy for Effectuating Finance Transformation
What, if anything, needs to change and Why?
Identify factors
influencing change
(Decide to Change)
Segment
Population
Develop
Understanding
 Identify internal stakeholders
 Seek feedback from external sources
 Interview business leaders and finance associates
 Inventory what is perceived to be doing well vs. not so well
 Decide whether to take significant action
 Debrief findings with appropriate leadership
 Identified areas we have control vs. influence over
 Define service delivery desires (relevant Stakeholders)
 Define talent development desires (finance associates)
 Further develop vision
 Assign aspects of vision to change agents
 Perform a honest assessment of talents (strengths, weaknesses,
and gaps)
 Assess the teams level of relationships within business
 Understand existing self limiting and actual barriers to success
 Determine support needs of each business
 Develop a preliminary outline of departmental structure
 Form preliminary thoughts on bifurcation of roles and
responsibilities
 Evaluate potential cultural implications
“As finance professionals if we are not constantly promoting a raise the bar culture & driving
innovation, we will not evolve with the business. Thus we find ourselves in need of transformation
but perhaps lacking the organizational credibility to secure the resources to lead transformation.”

6. Strategy for Effectuating Finance Transformation (cont…)
How do we change and reflect upon the changes?
Develop Strategy
Evaluate
Strategy
Implement &
Re-evaluation of
Strategy
 Talent acquisition strategy
 Compensation, retention & motivational strategy
 Service Delivery Strategy, Implementation & Transition Strategy
 Finance associate communication strategy
 Assess potential technology needs
 Evaluate alignment with business strategy
 Evaluate alignment with finance strategies
 Evaluate against existing technology infrastructure
 Discuss strategy with broader finance associate team
 Individual discussions with associates whose roles will be
impacted
 Modify strategy based on feedback received
 Develop implementation timeline
 Communicate timeline and execute on hiring strategies
 Establish performance metrics and accountable parties
 Acknowledge team and maintain an open door to hearing
concerns
 Celebrate monthly successes
 Engage Associate Group (Test for understanding)
 Re-evaluate strategy based on feedback from business owners
and finance associates
 Monitor progress against goals and KPI’s

7. The Service Advisory Triangle
 Each role within the finance group
has a fundamental purpose (i.e.
billing, collections, reporting,
auditing, cash management, etc.)
 The triangle provides a mechanism
to display how finance can move
past fundamentals and into service
advisory
 Each finance associate has the ability to
be and advisor to someone in the
business, assisting in the success of that
business as well as the advisee
 Moving into service advisory (1)
enables higher engagement within
finance associate group, (2) strengthens
alignment with strategy, (3) changes
perception of finance as a cost center
 Enhanced advisory
services benefits the
associate in (1) career
development, (2) career
advancement and (3) job
security
You can grow by
adding features and
functionality to services
around People, Process
& Technology
The Service Advisory
Triangle can help align
your people to know
where to invest in
process and technology
to deliver world class
business impact
You can grow by
adding new services to
the fundamental
deliverables
The Service Advisory
Triangle can assist in
understanding which
services would be of
most interest to your
stakeholders

8. Delivering Fundamentals
Compelling Questions?
 What is our fundamental purpose (are we
sure?) and are we delivering a high quality
service on a timely basis? Excellence!
 What is happening in the business that
may change how we deliver on the
fundamentals?
 How are our deliverables used by the
business, can we improve end-user
experience?
 Do you have capability to expand beyond
fundamentals? If not, what do we need to
do to create capability?
 What challenges do we face in executing
on the fundamentals? Are the issues
structural? Do we have a consistent,
repeatable, and sustainable process for
addressing challenges?
“You lose your ability to advise when you fail to
deliver on fundamental table stakes”

9. Building Relationships
Compelling Questions?
 What relationships do we own and why?
 What is the quality of those relationships?
 What investments in relationships should
we be making?
 Do we know what our relationship
partners value, their goals, their
aspirations, etc.
 Who are our advisee’s most significant
stakeholders?
 What are our advisee’s most significant
priorities?
 How do we focus on assisting our
relationship partners in their success
and/or customize our services to their
benefit?
 Do we get meaningful feedback on either
expanding or maturing our service
deliverables from our advisee’s?
“Your relationships are key to maintaining a current
understanding and perspective of the business”

10. Understanding the Business
Compelling Questions?
 How well do we understand the relevant
strategic growth initiatives within the
business lines we serve?
 How well do we understand the industry,
the competitors, the suppliers, the strategic
partners and customers that are relevant?
 What is the value proposition for the
business and where in the flow of
transactions does the business sit?
 What creates competitive advantage for the
business? What products or services are
mature vs. growth engines?
 What are the sales verticals and what are
our goals, targets, and levers associated
with each vertical?
 What are the business risks and
opportunities on the horizon and how are
we going to capture our fair share?
“We can not advise the business if we do not have a
command of the business drivers and processes”

11. Advising
Compelling Questions?
 Who have we developed advisor
relationships with?
 Are our advisors asking us to come in on
the front end or back end of issue
resolution?
 Do we have the right team, perspective,
understanding of the business and
industry necessary to advise on the
question at hand?
 How do we leverage the team to generate
ideas and influence advisee(s) as a catalyst
towards matter resolution?
 Are we being responsive? Anticipating
issues on behalf of our advisee and staying
ahead of emerging matters?
 Are we sharing successes so to generate
enthusiasm around leveraging the
department?
“Fostering a finance culture whereby delivering advisory
services is celebrated will enhance our ability to be perceived
as value contributors rather than as a cost center”

12. Transformation
Creating Impactful Corporate Departments
February 11, 2016