The document provides an agenda for the FP&A Innovation financial planning and forecasting summit on September 15-16, 2011 in Boston. It outlines the learning objectives which will focus on strategies for engaging senior leadership in financial forecasts and reviews, optimizing the role of FP&A in companies, and taking a single repeatable approach to budgets, financial plans, and forecasting. It also lists several expert speakers from companies like AOL, Best Buy, Bristol-Myers Squibb, Cisco, and more who will discuss innovative practices in FP&A.

1. FP&A INNOVATION
Successful Planning Through Strategic Financial Initiatives
Optimize Decision Making
Financial Forecasting & Planning Summit
September 15-16, 2011 | Intercontinental | Boston

2. Hear Experts. Share.
Matthew Ziegler, Vice President of FP&A, AOL
John Coskran, Senior Director, Domestic FP&A, Best Buy
Stephanie Thomas, Sr. Director Global FP&A, BMS
Inder Singh, VP, Corporate Portfolio Management, Finance, Cisco
Rob Harryman, Director Corporate Planning & Analysis, Clarient
Tarun Chopra, CFO, & VP Finance, Worldwide
Roberto Moreas, Vice President, Strategy & Marketplace Intelligence, Coca-Cola
David Mann, Director of Finance, Constant Contact
Sam Gar eld, VP, Operational Excellence / Enterprise PMO, Discovery Communications
Simon Robinson, Senior Vice President, Corporate FP&A, Discovery Communications
Brian Johnson, SVP, Finance & Operations, Genworth Financial
Gary Alicea, Director, Finance, Florida International University
Mary Loomas, Senior Controller, Next Generation FP&A, Intel
Adam Carson, Director of Finance, Intuit
Alan Priest, Vice President, Financial Planning, LiveOps
Andrea Freedman, Chief Financial Officer, Method Home
David Elrod, Director of Finance, Microsoft
Michael Schwindle, Chief Financial Officer, Musician’s Friend
Daniel Acosta, Director, Strategy & Analytics, Office Depot
Greg Hinson, Associate Director, Global Shared Services, Procter & Gamble
Brad Hampton, Vice President, Finance, Sprint Nextel
Arturo Guillen, Vice President of Finance & CFO North America, United Phosphorous
Bas Brukx, Vice President, FP&A, Vocus
John Cappadona, Director FP&A, WB Mason
Don Wilson, Vice President, EIM and Specialized Program Delivery, Bank of America

3. Innovate. Plan. Execute.
CFO
FP&A
Finance
Controllers
Finance & Operations
Strategy & Planning
Business Planning
& you
Effective nancial planning is central to business success. In the modern
business environment technological developments and the advances of
globalization have created unparalleled opportunities for businesses to
expand their markets. But new opportunity has opened the door to new
challenges.
This summit will focus on the solutions offered by innovative nancial
planning and business forecasting. The Summit will comprise of learning
objectives, illustrated intermittently with a number of illustrative case
studies, 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 cycle
and much more..........

4. Mary Loomas, Senior Controller, Next Generation FP&A, Intel
Intel, Corporate Finance Planning & Reporting
Intel is the world's 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 seven
years, Mary has created a Chocolate company which was named one of the top 50 Chocolatiers by Complex Magazine. Before
that, Mary spent 10 years at Intel in various nance positions including Finance eBusiness Solutions, Corporate Marketing
Controller, Cost & Inventory Manager and Technology Manufacturing Finance Manager. Prior to Intel, Mary spent 10 years with
BAE Systems as a Division Controller and Marketing Manager. Mary has her MBA from Loyola Marymount University and a BA
from 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 programs
Matthew Ziegler is responsible for the FP&A function for the Paid Services, Corporate, and Technology groups. He has held
multiple FP&A roles at AOL over the last 11 years, including leading AOL's Corporate Planning function during the spin-off from
Time Warner in 2009, as well as in the International and Digital Services groups. Prior to AOL, he was at MCI Worldcom's
Corporate Planning group and also in consulting. Matthew has a B.S. degree in International Finance from the American
University
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 global
biopharmaceutical company. Over the past 10 years, Stephanie has been involved in various types of FP&A, in-country, at
regional HQ and at Corporate HQ. Starting in 2007, BMS underwent whole scale transformation from a mid-cap health care
company to a next-generation, focused BioPharma business. Stephanie now leads their Financial Planning & Reporting center for
productivity, whose job is to constantly innovate and anticipate how new technology and lean processes can enable an agile
and entrepreneurial response to the company’s changed focus.

5. 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 anatomic
pathology 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 nancing
and M&A activities over his three years with the company. Prior to Clarient, he was the Director of Finance for Regency
Enterprises, 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 Discovery's 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 process
improvement. Sam is currently the Vice President, Operational Excellence / Enterprise PMO. Discovery Communications is the
world's 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 has
received 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 skill
Matthew Glaser is a Financial and sales operations professional with over 10 years of progressively responsible positions
supporting and creating high performing sales teams in the technology and software sector. In his role as a Sales Controller he
has created and managed high performing Sale Finance teams directly engaged with driving top line revenue growth, winning
awards for exceptional sales support while serving in variety of positions at different companies. He has experience in all aspects
of sales nance, quote to cash operations, structuring and negotiating complex technology sales transactions, revenue and
expense forecasting, reporting and planning.

6. 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 organization's 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 Musician's Friend (the online arm of Guitar Center, the largest online
retailer of musical instruments, and the 36th largest e-tailer. In his time at Musician's Friend, Michael has driven signi cant cost-
reduction initiatives, improved planning processes, and increased Finance's analytical support with all operational areas. He has
22 years of experience predominately in the retail industry and has knowledge and experience in many functional areas
including corporate nance, treasury, investor relations, strategic planning, nancial planning, sales analysis, merchandise
planning, 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 Constant
Contact 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 investment
banking. 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 year
tenure with AT&T, Curtis architected and implemented various innovative nancial reporting and strategic planning solutions
utilizing industry leading BI tools including Oracle Essbase, Oracle Planning and Oracle Financial Management. Prior to joining
AT&T, Curtis held various nance and accounting positions in real estate management, hospitality and food manufacturing. After
graduating with a BS degree from UC Berkeley in 1987, he worked for Deloitte and Touche in San Francisco and obtained his CPA
certi cation in 1992.

7. 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 portfolio
Cisco has a robust leadership team including Inder Singh, Vice President of Corporate Portfolio Management, M&A Finance and
Long-Range Planning. Inder has been focused on aligning Cisco’s corporate strategy with those of the business segments, and in
helping the organizations maximize its’ investments and M&A activities. Speci cally, addressing the big questions of what Cisco
will 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 a
team that is responsible for all quarterly and annual planning activities, results analysis and management reporting for Vocus'
global operations. During his nine years at Vocus, Bas has been instrumental in helping the company obtain several rounds of
venture capital, complete a successful initial public offering , and close six acquisitions.Prior to Vocus, Bas held several nancial
management positions at Nexchange, WorldPort Communications and MCI Worldcom. Bas earned his BBA from Nyenrode
University 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 leading
Enterprise change and simpli cation associated with mission critical systems. Don has over 28 years of project and program
management experience. Don has his MBA from Strayer University and certi cations in Project Management, Quality
Management / 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.

8. 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 Finance
Operations of Genworth Financial, Inc since February 2009. In his current role, 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. The initiative included the transformation of business processes for budgeting, planning, forecasting and
reporting, 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 at
Boston 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 Finance
division, in addition to corporate compliance, treasury and M&A. He has held multiple leadership positions globally with Fortune
500 companies, including Fannie Mae, Whirlpool Corporation, Boston Consulting Group and Ernst & Young. He has a Chartered
Accountancy and earned his MBA from Melbourne Business School.

9. Presentation details from the
following companies are coming
soon!....

10. 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.

11. Schedule.
Pre-Day Workshop - September 14
1.00 - 5.00 PM
Day 1 - September 15
8.30 - 10.00 AM Session One
10.00 - 10.30 AM Coffee Break
10.30 - 12.00 PM Session Two
12.00 - 1.30 PM Lunch
1.30 - 3.00 PM Session Three
3.00 - 3.30 PM Coffee Break
3.30 - 5.00 PM Session Four
5.00 - 7.00 PM Networking Drinks
Day 2 - September 16
8.30 - 10.00 AM Session Five
10.00 - 10.30 AM Coffee Break
10.30 - 12.00 PM Session Six
12.00 - 1.30 PM Lunch
1.30 - 3.00 PM Session Seven
3.00 - 3.30 PM Coffee Break
!
3.30 - 5.00 PM Session Eight

12. General information.
Financial Forecasting & Planning Summit
September 15-16, 2011 | Intercontinental | Boston
Special Offer Early Bird Price
Regular Summit Price: $1495
Before July 31st: only $1295
Register now to secure your place. Price includes all speaker presentations.
Limited capacity. Invitation Only
Team Discount Offer
3 tickets: $3000 ($1000 per attendee)
5 tickets: $4500 ($900 per attendee)
For special opportunities for groups, contact us at info@theiegroup.com
Three Ways to Register
Phone (310) 933 6017
Fax (323) 446 7673
Website http://theiegroup.com/FPA_Boston/Register.html
For more information, contact us at info@theiegroup.com

13. REGISTRATION FORM.
Financial Forecasting & Planning Summit
September 15-16, 2011 | Intercontinental | Boston
Regular Summit Price: $1495
Before July 31st: only $1295
For 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 7673
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Pricing (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

14. Platinum Sponsors.
Global Sponsors.
Gold Sponsors. Silver Sponsors. Bronze Sponsors.
Exhibitors.