Financial Executive Driving Continuous Improvement, Financial Results & Accountability
- Improved financial close cycle by over 73% through training, accountability, and tools.
- Identifying misalignments between business activities and strategic goals, improved profitability by 60%, and forecasting accuracy 50%.
- Created multi-year strategic plan that encompassed a right sized ERP, metrics on staffing, and targets for increased market presence that was executed and improved YOY results by 30%.
Career Highlights
Results-driven financial executive with a sharp focus on aligning metrics to strategic goals and resolving complex organizational challenges. Believes in the principle that “what you measure is what you do,” using it to guide business planning and long-term financial strategy.
Customer Lifecycle & Retention
Operational Process Design & Optimization
Program & Portfolio Management
Budgeting & Financial Management
Onboarding Program Management
Strategic Planning & Execution
Real Estate
Oil and Gas
Software Consultancy
Insurance
Entertainment
Core Skills
- Financial Strategy & Leadership
- Asset Management & Optimization
- Financial Planning & Analysis (FP&A)
- Capital Management & Liquidity Optimization
- Investor Relations & Stakeholder Engagement
- Financial Reporting & KPI Development
- Risk Management & Compliance
- Cost Control & Process Improvement
- Team Development & Leadership
Proven track record of leading financial strategy, optimizing asset management, and driving well-informed financial decisions for diverse organizations, including Fortune 500 companies.
- Finance & Operations process improvements resulting in improved profitability by 60%
- Enhance P&L and Cash forecasting improving accuracy by 50%
- Through ERP selection & process modifications, accelerating close cycle by 73%
Results:
Process improvements led to a 73% increase in reporting velocity (from 20 days to 5), We reduced correcting entries and automated other journal activity to less than 5%.
Case Study
Situation:
Ownership identified that the finance department was struggling with priortization, timing of reporting and close cycle, and lacked bandwidth to support other higher value activities (forecasting, absorption analysis).
Task/Activity:
I started by documenting the existent process with regards to close, reporting and other financial activities. I took the controller to the side, establishing a mentoring relationship. I then engaged her with changes in process and methodologies to increase the reporting velocity. Established internal metrics that were monitored during close, and off close activities.
Results:
I lead the implementation of our chosen ERP (Yardi). With a multi-phase approach allowing the organization to adapt and change manage through the implementation and adoption. The adoption of the ERP allowed integration of operations and finance. Created portals that supported ownership & tenants.
Case Study
Situation:
Company had a poorly implemented, poorly documented, lacked institutional knowledge with regards to how the software. This led to over reliance on excel, offline reporting, and manual work arounds.
Task/Activity:
Company lacked and ERP plan. Goals were poorly defined, crucial knowledge was lacking, and there was an over-reliance of biased consultants. I created a framework of expectations, goals, and needs met for the ERP. Various stakeholders were engaged separately to identify common and unique needs: Finance, Operations, Ownership and Investors.
Results:
With the dashboard, and forecasting processes, Customer satisfaction with the exeuctives saw a 70% increase in satisfaction associated with financial information for the project portfolio. The incumbent software developer executives saw a 50% increase in accuracy on their contracted/in process revenue forecast.
Case Study
Situation:
While consulting with Xerox, the incumbent software developer and the customer were struggling with organizing the the project portfolios, the internal revenue forecasting for the consultancy, and the overall costs assocaited with the projects as scope, timing and resourcing changed over time.
Task/Activity:
Executives from both companies struggled to get timely and accurate information. Each organization viewed the project spends from a separate point of view. I organized a enterprise PMO, wth a customer facing financial forecasting organization that supported the customers internal forecasting, and executive presentations;, and created a dashboard for both internal and external use that allowed both organizations to provide their executives timely and accurate information.
Testimonials
What People Say
“Working with Shane at Palmer Properties has been an exceptional professional experience. He consistently demonstrates a rare blend of strategic leadership, operational excellence and forward thinking vision. Shane excels at transforming challenges into streamlined solutions.”