The document provides a summary of the candidate's career history and credentials. Some key points:
1) The candidate has over 30 years of experience in senior finance roles including CFO positions at large insurance and banking companies.
2) Their experience spans industries including insurance, banking, healthcare, and startups. They have a strong background in insurance.
3) Throughout their career, they have created value by improving profitability, growing revenue, managing risks, and executing M&A transactions.
4) Examples highlighted include turning around a life insurance business and improving performance at various banks and companies.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
The Financial Accounting slideshare from WE School introduces the subject as not just a science – in the way the data is recorded) but an art too – in the way it is interpreted. Accounting is an information system which measures, processes and communicates financial information to decision makers.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit:
http://www.welingkaronline.org/distance-learning/online-mba.html
This Slideshare is the sole Property of the Welingkar School of Distance Learning – Reproduction of this material , without prior consent, either wholly or partially will be treated as a violation of copyright.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
Why Own Safeguard?
- Full Value Yet to be Realized
- Ownership Stakes in Exciting Partner Companies
- Top Performance of Proven Team
- Financial Strength, Flexibility and Liquidity
- Strong Alignment of Interests
Forward-Looking Statements
Statements contained in this presentation that are not historical facts are forward looking statements which involve certain risks and uncertainties including, but not limited to, risks associated with the uncertainty of managing rapidly changing technologies, limited access to capital, competition, the ability to attract and retain qualified employees, our ability to execute our strategy, the uncertainty of the future performance of our partner companies, acquisitions and dispositions of additional partner companies, the inability to manage growth, government regulation and legal liabilities and the effect of economic conditions in the business sectors in which our partner companies operate, negative media coverage and other uncertainties as described in our filings with the Securities and Exchange Commission, including our Annual Report on Form 10-K.
Safeguard does not assume any obligation to update any forward looking statements or other information contained in this presentation.
5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Lecture slide titled Fraud Risk Mitigation, Webinar Lecture Delivered at the Society for West African Internal Audit Practitioners (SWAIAP) on Wednesday, November 8, 2023.
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the what'sapp information for my personal pi vendor.
+12349014282
how to sell pi coins in South Korea profitably.DOT TECH
Yes. You can sell your pi network coins in South Korea or any other country, by finding a verified pi merchant
What is a verified pi merchant?
Since pi network is not launched yet on any exchange, the only way you can sell pi coins is by selling to a verified pi merchant, and this is because pi network is not launched yet on any exchange and no pre-sale or ico offerings Is done on pi.
Since there is no pre-sale, the only way exchanges can get pi is by buying from miners. So a pi merchant facilitates these transactions by acting as a bridge for both transactions.
How can i find a pi vendor/merchant?
Well for those who haven't traded with a pi merchant or who don't already have one. I will leave the what'sapp number of my personal pi merchant who i trade pi with.
Message: +12349014282 VIA Whatsapp.
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Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Seminar: Gender Board Diversity through Ownership NetworksGRAPE
Seminar on gender diversity spillovers through ownership networks at FAME|GRAPE. Presenting novel research. Studies in economics and management using econometrics methods.
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the what'sapp contact of my personal pi vendor
+12349014282
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
2. Career History
Fortune 100 Business Unit CFO Roles Distribution -
Public Accounting Insurance Banking Healthcare/Insurance
Manager–progressed CFO - Travelers CFO Corp/ CFO CFO/Interim CEO
to partner track Life & Annuity Private Invest Citi- of NASDAQ Co./
Bank Bank Capital CFO of start-up
1981 1991 1998 2000 2001 2004 2009
1981-1991: Left UK in 1981 to join Price Waterhouse-Bermuda; transferred to Hartford,
CT 1985 – progressed to partner track (majority of clients were insurance companies).
1991-1998: Recruited to Travelers in 1991; promoted to CFO of Travelers Life &
Annuity in 1993. Acquired life, health, annuity/retirement savings and P&C exposure.
1999-2004: After Citigroup merger, was asked to move to New York. Assumed
Citibank Private Bank CFO role, then acquired corporate/trading desk and investment
banking exposure. In 2001, relocated to Dallas for CitiCapital CFO role.
2004-2009: Exited “non-core” CitiCapital in 2004. Elected to stay in Dallas; joined an
insurance start-up. Negotiated 2006 merger into a small NASDAQ healthcare
distribution intermediary. Promoted to Interim CEO 2007. Sold company in 2009.
Current: Augmenting job search with short-term consulting projects.
2
3. Credentials
Excellent track record of creating value – in a variety of scenarios.
Expertise:
Operational/P&L experience – partnering with business leaders to drive
organic revenue growth (distribution channel expansion and adding new
products), implementing pricing discipline, and improving cost structures.
Strategic/risk assessment – includes management of pricing, investment
(credit, interest rate, liquidity), distribution/retention and expense risks.
M&A transaction execution; sourcing funding – some IPO experience.
Treasury and capital management – includes asset/liability duration
analysis, a focus on “free cash flow”, and regulatory capital stress testing.
SEC Reporting – incl. SOX 302/906 certification of Form 10-K/10-Q filings
(also have familiarity with operating in “private-equity like” environments).
Board of Director accountability and investor relations experience.
Managing large teams (both domestic and international) – and
attracting/retaining/developing top-tier talent.
Strong insurance background; also banking and healthcare.
Strategic; risk-oriented; creative; hard-working; a team-player.
3
4. Creating Value - at Travelers Life & Annuity
Partnered to become a key team member – contributed to delivering a
10x increase in net income, to $496 million, over a 7-year period.
Directly contributed to these P&L drivers Provided oversight of:
$496M
Distribution
Tightening Channel Reinvestment
Expense of Pricing Expansion of prior year
Control/ Discipline earnings
Leverage Investment (tax penalty
Portfolio triggered if
Performance distributed)
$50M Improvement
1991 1998
Compiled complex analysis to drive business decisions – disaggregation of
earnings to facilitate comparison to pricing assumptions; channel profitability.
Directed/coordinated actuarial projects – pricing reviews; asset/liability duration
analysis; regulatory capital stress testing; implementation of risk based capital.
Developed rating agency and equity analyst relationships.
Implemented a “controllable earnings” concept for each business unit/dept.
4
5. Creating Value - at Citibank Private Bank
Net Income Partnered with business leaders to:
$319M Improve the cost structure.
$270m
$212M
Pursue a new strategic direction – included liaison
with Smith Barney to share platforms and cross-sell
products.
2000 2001 2002
Align compensation with strategic objectives –
Net Revenue jointly led enhancement, and global rollout, of new
$1,406M banker/product specialist incentive compensation
$1,212M model.
$1,130M
Enhanced financial reporting and controls:
Improved the transparency of reported Citibank
2000 2001 2002
Private Bank results – clearly segregated earnings
Customer Account Balances from client assets and earnings on capital/treasury.
$153B
Tightened balance sheet focus – and inter-company
$140B
reconciliation procedures.
$116B
Upgraded the caliber of the Finance team:
Implemented a culture of providing pro-active
2000 2001 2002 business support.
5
6. Creating Value – at CitiCapital
2002 Pre-Tax Income
Generated $50 million of annualized savings:
$145M
Negotiated 50bp cut in Treasury funding costs (compiled
Savings 34% duration analysis to demonstrate prepayment activity).
Negotiated 15% reduction in administrative costs.
66%
Partnered with business leaders to change from a
$1,295 Net Revenue volume focused culture to a profit driven business:
$27bn Ave. Portfolio Implemented standardized reporting for 20+ asset
54bps Margin
classes.
Strategic challenges: Created risk based pricing metrics.
High cost structure – Undertook customer/dealer profitability analysis.
multiple platforms/sites; Developed vintage analysis (“good” vs. “bad” bank
inefficient property tax reporting) to demonstrate impact of strategic change.
administration.
Limited cross-selling/ Reorganized/upgraded the Finance team.
development of core
banking relationships. Strengthened accounting controls:
Other business units Created a dynamic loan loss allowance accounting
offering better returns/ model.
utilization of Corporate’s Coordinated SOX implementation, a ledger conversion,
low-cost funding base. and a focus on balance sheet controls/reconciliations.
6
7. Creating Value – at Access Plans
Prior to concluding a turnaround with a 2009 sale transaction - -
1. Averted a Liquidity Crisis 2. Grew 2008 3. Cut Prior Year
Revenue 20%* EBITDA Loss by 90%*
Sourced $6.3M (2007/2008)
2007 2008
Secure new debt $4.5M $35M $(0.17)M
$(1.66)M
restricted
$28M
Release deposits* $0.8M
Sell ACP Agency $1.0M
* Driven by new PME platform 2007 2008
Use of the $6.3M proceeds * Continuing operations only * Continuing operations only
o AHCP Insurance Agency o Growth in AHCP Agency
Fund 2008 El Paso loss $2.0M grew to #1 independent (lead/trip/advance program)
distributor of individual o Stabilize Discount Card
Acquire PME $0.9M major medical insurance Program - roll-out new
o Advocay Program awarded products; lower cost/more
Debt repayment** $3.4M flexible PME platform
1st place - innovative design
(by Consumer Health Org.) o Cut corporate overhead
* * Add'n $2.3M repaid from
available cash on hand 4. Resolved complex El Paso TPA litigation matters
7
8. Creating Value – Access Plans Stock Performance
Challenged by a) high profile CEO death/disintermediation risk, b) losses
attributable to DOJ investigation, and c) declining cash. Sale transaction:
Provided significant value for shareholders, and repayment of all debt.
Ensured all customer obligations met; provided a “home” for all distributors.
Offered most employees the opportunity for continued employment.
AUSA STOCK PRICE $2.35 (2) Today, turnaround has restored 87% of June 2006
stock value - if stock retained after 2Q09 sale
$1.50 (3) $0.87 (5)
$1.00 (1)
$0.21 (4)
6/30/06 3/31/07 8/31/07 3/31/09 9/30/11
Cash on hand $5.9M $3.7M $0.5M
1) During June 2006, public company agreed to merge with Peter Nauert's start-up and appoint him as Chairman and CEO.
June stock price was less than 20% of 2001 "high". Company name changed to Access Plans (NASDAQ symbol: AUSA).
2) Transaction closed January 2007; 235% stock price gain through March 2007 reflected Peter Nauert's prior track record.
3) Ian Stuart appointed Interim CEO (after 8/07 Nauert death and 2Q07 DOJ notification of 2004 market misconduct issue).
4) Stock price when AUSA sold - effective April 1, 2009, shareholders received 0.335 APNC shares for every share held.
5) Split adjusted stock price (APNC stock closed at $2.60 on 9/30/11).
8
9. Leadership - Framework For A Top-Tier Finance Team
Philosophical framework:
Compile Timely, "Run the trains on time" - deliver timely/accurate
Accurate and reporting and credible communication of results
Relevant Data {and maintain a robust accounting control structure}
"Provide a superior dashboard" - apply analytical
Translate into acumen to proactively measure business
Meaningful performance, and ensure monthly metrics (KPI's
Information and KRI's etc.) align with strategic objectives
{managers respond to what they are measured on}
"Be a trusted lieutenant" - partner effectively to
Influence/Make provide valuable business insight and drive decision
Decisions making/change; act as a "financial conscience"
{i.e. be both a business unit partner and banker}
Success = the right people, in the right place – and the right chemistry
9
10. Leadership - Strategic and Competitor Perspectives
Strategic and competitor assessments typically include: Strategic Options:
a) The external landscape/environment. Organic growth/stand-alone.
Add-on acquisitions – to
b) Internal financial strength/resource capacity. diversify/accelerate growth?
c) How the organization is able to adapt and change. Merger transaction – to
transform (high integration risk).
Sell – all/part of company.
EXTERNAL INTERNAL
o Consumer/marketplace value o Capital strength/level of debt Why will the customer buy
added proposition leverage/capacity to invest from us??
Lowest price – generally a
o Competitive landscape - "SWOT" o Amount of sustainable "free low cost producer.
o Pace of industry change cash flow" being generated Leading product innovator –
with initiatives to sustain this
position.
CULTURE - LEVEL OF Provide best customer
o Creativity and capacity for change service – at a level that the
o Drive for continuous improvement customer highly values.
o Leadership team candor - and collaboration Superior brand, or
o Effective communication - all stakeholders distribution, or other form of
customer access.
Regulatory fiat – e.g. a
Strategy = Processes/milestones to get from Point A (today) patent/license that cannot be
to Point B (strategic objective) readily replicated.
10
11. Leadership - Business Drivers & Risk Perspectives
1. Pricing Risk: Adherence to risk adjusted pricing discipline and established
underwriting standards; and adequately reserving for future obligations.
2. Liquidity Risk: Ensure sufficient cash resources – to fund operations, strategic
investments, and adverse scenarios. Ideally, generate sustainable “free cash
flow” {positive cash flow, after essential reinvestment and debt repayments}.
3. Sales/Market Conduct Risk: Appropriate products are sold, in the right
manner, to suitable customers – and comply with applicable regulations.
4. Business Retention Risk: Generation of adequate levels of recurring revenue
{typically less costly than generating revenue from new customers}.
5. Credit Risk: Investments do not become impaired (and, where applicable,
collateral is effective); all receivables are collected in full.
6. Interest Rate Risk: Exposure to changes in fixed/variable interest rates.
7. Expense Risk: Cost structure is efficient – while also dedicating sufficient
resource to ensure integrity of systems platforms and to provide for a level of
customer service consistent with the company’s strategic objectives.
8. Protection Risk: Assets appropriately safeguarded; adequate levels of
insurance protection purchased {and will be effective if/when needed}.
9. Capital Risk: Optimal navigation between regulatory capital requirements/
rating agency guidelines, debt leverage, and maximizing shareholder returns.
10.HR Risk: Attract, develop, retain top-tier talent; employee communication
11
12. What Others Have to Say About Ian Stuart
“Ian possessed the financial leadership skills to successfully guide Access
Plans through a liquidity crisis, a very difficult legal matter, and a
transition in ownership that greatly benefited our shareholders. In each
instance, Ian was patient, armed with the facts, and decisive.”
J. French Hill, Chairman/CEO of Delta Bank & Trust (and former
Chairman of Access Plans)
“Based on my personal experience, I am sure you will find Ian to be a
talented finance executive with outstanding analytical skills who is
capable of addressing complex business issues, communicating effectively
with a broad range of audiences, and who consistently adheres to a high
level of integrity”
Michael A. Carpenter, CEO of Ally Financial (and former Chairman
and CEO of Travelers Life & Annuity)
12
13. The Family – and Recreational Interests
Clockwise from the top:
Kimberley, Torridon, Talisker
and Ian.
Lagavulin (our newest Golden).
Soccer – a ball in our garden.
One of Kimberley’s horses.
Gardening.
Additional information at personal web-site: www.careerhosting.com/ianstuart
13