Adnan Mughal

Senior Director - Financial Planning & Analysis - SunEdison (SUNE)

Chesterfield, MO

acfcx9@r.postjobfree.com - 828-***-****

Business Executive with 15+ years of broad experience in finance and operations, leading global organizations

to drive top and bottom-line growth. A cross-functional team builder with strengths in Financial/Budget Analysis,

Auditing, Govt. Contracting, Business Process Analysis, Lean/Six Sigma, Strategic and Cost Management. A

global critical thinking leader with extensive experience in Controllership, Compliance, Project Management,

and Financial Planning & Analysis (FP&A).

WORK EXPERIENCE

Senior Director - Financial Planning & Analysis

SunEdison (SUNE) - St. Louis, MO - June 2013 to Present

Lead all aspects of financial planning with both GAAP & non-GAAP internal and external reporting as a Global

FP&A leader of a $3B+ solar energy business.

• Assembled financial results against external guidance for quarterly earnings call with Investor Relations (IR).

• Created a 5-year Long Range Planning (LRP) model for company-wide margin analysis and better cash

management.

• Revamped the weekly/monthly/quarterly cadence in financial estimates vs. forecasts along with Risks &

Opportunities (R&O).

• Lead all operating plan activities with scenarios to drive not only cost efficiency but also organic and inorganic

growth.

• Lead an expanded FP&A team with leaders in income statement, balance sheet/cash, supply chain &

engineering functions.

• Established a model around the Retained Value (RV) concept which led the company to hold more solar

projects on the balance sheet vs. selling, creating 2-3x greater NPV/wt. The increased RV helped the company

double its stock value in less than a year.

CFO at GE Energy Management Services

General Electric - Pittsburgh, PA - November 2012 to June 2013

Led all aspects of finance for a new $1B+ services organization under Energy Management (EM).

• Led the integration of the services segments of EM P&L's, including Power Conversion, Industrial Solutions,

Digital Energy, and Intelligent Platforms on a phased approach by regions while implementing best practices.

• Developed a finance structure with both regional and product vertical view to maximize orders/top-line growth.

• Created the first operating plan for EM Services issuing basic ground rules on growth prospects aligning

with internal Performa.

• Partnered with IT to evaluate the health of many complex ERP systems across legacy sub P&L's and brought

them together under one platform for transparent and reliable financial data in order to make sound decisions.

Project Leader at GE Global Growth Organization

Global Assignments - March 2012 to October 2012

Competitive Europe - Recommended a short-term and long-term action plans on how to reduce complexities,

structure, and costs across GE Europe after conducting best practice analysis and benchmarking. This initiative

became critical post European economic slowdown. Created a 5-year cost roadmap delivering approx. $4B

of savings.

• Global Flag Planting - Led controllership and compliance assessments across 7 different emerging markets.

After conducting audits in nations across South America, Africa, and Asia, established and presented a

decisioning framework on when, how and if to enter a new emerging market. The framework created an

opportunity for limited resources and expertise to be focused on key countries on priority basis and growth

potential.

Finance Leader

Engineering & Technology at GE Energy - Atlanta, GA - November 2008 to February 2012

Developed, managed, and tracked the Energy Services Engineering (ESE) spends in R&D, and technology

investments across all Energy Services teams with costs approx. $1B/year and headcount of 4400+.

• Partnered with the VP and the leadership team of engineering to establish an ongoing 3+year's strategic

vision for future investments and engineering focus based on the growth space by product line and geographic

region.

• Evaluated, on a semi-annual basis, Return on Investment (ROI) analysis on engineering "New Product

Introductions" (NPI) investments and future Sales/Profit associated with them.

• Acted as a true cost partner in helping ESE leadership to make investment decisions both organic and

inorganic.

• Led an investment council with an internal VC model to fund innovative ideas while expanding in the white

spaces.

• Drove controllership across all of the 16 teams especially for the teams who are primarily focused on Smart

Grid and Renewable Energy/Transmission & Distribution (T&D) due to Software and Intellectual Property (IP)

implications.

• Developed strategic plans to lean out existing financial processes (lean six-sigma) not only for reducing cycle

time and touch time but for greater efficiencies to drive productivity.

• Established an R&O process to understand program spends in a given week/month/quarter for accurate

predictability.

• Led the Operations and Quality teams for 2 quarters until permanent replacement was brought on board.

Director, Finance

General Dynamics Information Technology - (GD) - Fairfax, VA - November 2006 to October 2008

Managed all financial aspects across 8 different cost pools, 18 direct, and 12 indirect service center

organizations with revenue exceeding $400M and indirect expenses of over $25M.

• Developed the Sector Strategic Plan outlining the budgets and business/financial goals for five following

years.

• Reviewed all AR dept. activities including billed/unbilled and ensuring all cash collection goals are achieved.

• Reviewed and then present Sr. Management with Cost In Process (CIP) analysis and their balance sheet

review on a quarterly basis for the top 3 programs with revenues $100M and over. This initiative significantly

reduced the uncollected cash balances.

• Reviewed proposals to ensure financial integrity and compliance with federal and corporate guidelines.

• Participated in preparation of large proposals with amounts exceeding $6B.

• Recommended, initiated, and conducted finance/accounting and general control audits as defined by

Sarbanes - Oxley and DCAA for the business areas/groups within the sector.

Senior Manager, Finance

General Dynamics Information Technology - (GD) - Fairfax, VA - March 2006 to October 2006

Led as a principal leader for all financial matters for Army & Joint Defense Programs (AJDP) Group with

revenues over $250M.

• Reviewed and compiled month/quarter-end revenue/EBIT reports for groups under AJDP vs. budgets/

forecasts.

• Presented recommendations to leadership on how to maximize revenue and EBIT while controlling expenses

for AJDP orgs.

• Conducted numerous audits ensuring the groups are in compliance with DAR/FAR and other government

regulations.

Manager, Finance

General Dynamics Information Technology - (GD) - Asheville, NC - March 2005 to February 2006

Led all financial tasks from budgeting, forecasting, and cost management for an $80M P&L.

• Streamlined order-to-cash analysis leading to improved profitability and reduced uncollected cash balances.

• Solved problems related to task performance, AP, AR, collections, and other related day-to-day activities.

• Performed specialized tasks of a non-routine nature in support Business Services functions: property

management, facilities planning, security and office administration.

Sr. Financial Analyst / Financial Analyst

General Dynamics Information Technology - (GD) - Asheville, NC - February 2003 to March 2005

Owned all aspects of direct and indirect budget formulation process for AI-2 division.

• Provided management with financial analysis and reporting to ensure costs are controlled and profits are

maximized by keeping close track of all journal entries, T-balances, general ledgers, AP, and AR, etc.

• Prepared month end and quarterly cost / revenue reports for divisional leadership and finance manager.

• Conducted audits and analysis of direct and indirect costs, and reviewed practices and procedures, ensuring

that labor and non-labor charges are allocated correctly. Also ensured quality with billing activities.

General Manager

Reema Optico - January 2000 to July 2001

Managed all aspects of day to day activities associated with 6 eye care centers. Jan. 00 - Jul. 01

Owner/Manager

Jaalbazar.com - International - July 1999 to July 2001

Owner

Eye N Sight - June 1996 to July 1999

EDUCATION

Executive Education in International Economics

Harvard Business School, Harvard University

2012 to 2012

Experienced Financial Leadership Program in Leadership

GE Crotonville - John F. Welch Leadership Center

2011 to 2012

Master of Business Administration

Texas A&M University

2002

Bachelor of Science in Business Management

North Carolina State University

1999

SKILLS

GE - Green Belt Certified - Lean Six Sigma

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