Daniel Bryant is an accounting and finance professional with over eight years of experience at KPMG, LLP. He has expertise in financial statement analysis, financial reporting, financial due diligence, risk assessment, and process improvements. Bryant has experience conducting buy-side and sell-side due diligence for private equity and strategic clients, reviewing financial models, identifying accounting and financial risks, and ensuring compliance with U.S. GAAP. He holds a Master's in Accountancy and Bachelor's in Business Administration and is a certified public accountant in California and North Carolina.
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Gain further insights into 10-k reports. Helping financial analysts and asset managers in decision making.
EFFECTS OF SUPPLIER DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE AT KENYA POWER ...Gabriel Lubale
Kenya Power’s recent corporate performance has been strongly influenced by challenges arising from deficiencies in the performance and capabilities of its bulk power suppliers. The general objective of the study was to determine the effects of supplier development on organizational performance at Kenya Power. The study adopted a descriptive research design. The study’s target population was 474 members. The researcher employed the cluster sampling procedure and a sample size of 142 respondents. The researcher used a structured questionnaire administered in three mailings. The researcher processed and analyzed the field data collected using descriptive analysis and inferential analysis using IBM SPSS Statistics Version 22. The descriptive statistics used were mean and standard deviation. Multiple regression analysis was used to model the relationship between organizational performance and the 3 independent variables. The descriptive statistics revealed that the study’s respondents agreed that supplier evaluation, supplier incentives and supplier partnership positively affected organizational performance at Kenya Power. Correlation analysis indicated strong positive correlation between each of the study’s independent variables and organizational performance with the respective r values all being high (range +0.281 to +0.366). The computed value was 0.147 indicating that 14.7% variation in organizational performance at Kenya Power could be explained by the combined variations in the study’s 3 independent variables. The study’s regression model showed that all the three independent variables had a positive relationship with the dependent variable. ANOVA, at a 95 % confidence level, yielded a computed p-value of 0.007 (which was less than the alpha (α) value of 0.05) and a high computed F-Test ratio value of 0.875. The regression model was thus determined to be statistically significant in predicting how supplier development affects organizational performance at Kenya Power. The study recommends that: Kenya Power intensifies and broadens the supplier evaluation and supplier incentivization aspects of its supplier development practices; and that the GoK, through ERC and MoEP, pursue policies that promote competitiveness amongst Kenya Power’s IPP supply base.
EFFECTS OF SUPPLIER DEVELOPMENT ON ORGANIZATIONAL PERFORMANCE AT KENYA POWER ...Gabriel Lubale
Kenya Power’s recent corporate performance has been strongly influenced by challenges arising from deficiencies in the performance and capabilities of its bulk power suppliers. The general objective of the study was to determine the effects of supplier development on organizational performance at Kenya Power. The study adopted a descriptive research design. The study’s target population was 474 members. The researcher employed the cluster sampling procedure and a sample size of 142 respondents. The researcher used a structured questionnaire administered in three mailings. The researcher processed and analyzed the field data collected using descriptive analysis and inferential analysis using IBM SPSS Statistics Version 22. The descriptive statistics used were mean and standard deviation. Multiple regression analysis was used to model the relationship between organizational performance and the 3 independent variables. The descriptive statistics revealed that the study’s respondents agreed that supplier evaluation, supplier incentives and supplier partnership positively affected organizational performance at Kenya Power. Correlation analysis indicated strong positive correlation between each of the study’s independent variables and organizational performance with the respective r values all being high (range +0.281 to +0.366). The computed value was 0.147 indicating that 14.7% variation in organizational performance at Kenya Power could be explained by the combined variations in the study’s 3 independent variables. The study’s regression model showed that all the three independent variables had a positive relationship with the dependent variable. ANOVA, at a 95 % confidence level, yielded a computed p-value of 0.007 (which was less than the alpha (α) value of 0.05) and a high computed F-Test ratio value of 0.875. The regression model was thus determined to be statistically significant in predicting how supplier development affects organizational performance at Kenya Power. The study recommends that: Kenya Power intensifies and broadens the supplier evaluation and supplier incentivization aspects of its supplier development practices; and that the GoK, through ERC and MoEP, pursue policies that promote competitiveness amongst Kenya Power’s IPP supply base.
In the complex world of finance, businesses and individuals alike rely on professionals with the expertise to manage their financial affairs, ensure compliance with regulations, and provide valuable insights for strategic decision-making. One such crucial figure in the financial landscape is the Certified Public Accountant (CPA).
1. DANIEL BRYANT, CPA
daniel.bryant.85@gmail.com
ACCOUNTING/FINANCE PROFESSIONAL
Skilled financial professional with over eight years of professional experience with KPMG, LLP. Exceptional attention to
detail and ability to review complex data sets in order to provide clients advice that is aligned with their needs and goals.
Consistently receives positive reviews for hard work and diligence. Additional core competencies include:
Financial Statement Analysis Financial Reporting
Financial Due-Diligence Risk Assessment & Analysis
Process Improvements National Trainer
PR O F E S S I O N A L EX P E R I E N C E
KPMG, LLP March 2016 – Present
Manager – Financial Due Diligence
Buy-side and sell-side due diligence experience with both private equity and strategic clients primarily focused on targets
in the technology and consumer goods manufacturing sectors. Due diligence assistance activities have included the
following:
Identifying accounting and financial risks and opportunities;
Reviewing and providing guidance over financial models;
Identifying potential quality of earnings and working capital adjustments;
Identifying potential debt-like items to be negotiated in the determination of the potential purchase price; and
Reviewing financial statements for potential misapplications of U.S. GAAP.
KPMG, LLP September 2008 – March 2016
Senior Manager – Audit, Risk, & Advisory
Experience with both public and private audit clients in a wide range of industries including technology, consumer
goods, public utilities, and food and drink. Highlights of audit experience includes the following:
Reviewing and providing guidance over both public and private annual, quarterly, and other periodic filings;
Assisting clients with the interpretation of technical accounting guidance and changes in accounting methodology;
Reviewing customer contracts to identify potential ASC 605 and ASC 985-605 implications;
Planning and completing audit procedures over opening balance sheet and purchase price accounting test work;
Planning and completing audit procedures related to business valuations as they relate to mergers and acquisitions;
Planning and completing audit procedures related to carve-outs; and
Planning and completing audit procedures related to inventory and the adequacy of inventory reserves.
ED U C A T I O N
Master’s of Accountancy, University of North Carolina at Chapel Hill (Chapel Hill, NC), 2008
Bachelor’s Degree in Business Administration - Finance, Morehouse College (Atlanta, GA), 2007
Certified Public Accountant (California and North Carolina)
PR O F E S S I O N A L ME M B E R S H I P S
American Institute of Certified Public Accountants (AICPA)
National Association of Black Accountants