PETER J. BROWN

**** *** **** *****, *******, TX *5078

469-***-****

ac7ph7@r.postjobfree.com

www.linkedin.com/in/link2petebrown

SUMMARY OF QUALIFICATIONS

Corporate Finance

Management / Board Reporting

Cost Reduction

Process Improvements

M&A Integration / Spin-off

Financial Planning & Analysis

Private Equity Experience

Banking & Financial Services

KPI / Performance Management

Financial Operations Strategy

Budgeting & Forecasting

Business Cases & Modeling

Monthly Close / Audit

Treasury Reporting/SOX

PMO/Project Management

PROFESSIONAL EXPERIENCE

HUDSON ADVISORS, L.P., Dallas, TX 2017 - 2018

Private global asset manager for real estate, credit, private equity, and other financial assets; 600 employees; Led team of ~40. SVP/Director, Global Head of Corporate Finance

Responsible for all corporate accounting, financial reporting, planning and analysis, managerial reporting, compliance, fee billing, travel expense management and related areas. Partnered closely with the CFO to drive financial strategy and continuous expense improvement, while managing appropriate risks and maintaining data controls. Led team of ~40 in Dallas, and Dublin, Ireland.

Functional Efficiencies: Led the ongoing transformation of corporate financial reporting and managerial dashboards to online paperless. Oversaw and leveraged the implementation of Hyperion Planning system into strategic forecasting/budget cycles.

Organizational Design: Reorganized Corporate Accounting, Financial Ops, and FP&A to align processes and integrate reporting cycles for increased efficiency.

Expense Management: Negotiated travel vendor reduction in annual fees & expenses; 10% run rate saves annually. CITIGROUP, Irving, TX 2006 - 2016

Global financial services holding company, including consumer, corporate and investment banking, etc.; $68B revenues; 200k+ employees; led cross-functional teams of 50+ in monthly reporting, etc. on budgets of $8B+. Senior Director, Strategy & Planning (2012 – 2016) Direct multiple cross-functional teams in important strategic projects for productivity, cost, process improvement, and other strategic effectiveness enhancements including:

Strategy Framework & Organizational Design: Developed significant strategy and structure components for the Global Consumer Banking strategic plan, including PMO leadership, implementation project plan outline, deliverables, milestones and key metrics/measures of success (KPI’s) for all strategic initiatives.

Vendor Resource/Business Process Outsourcing Strategy: Led a working team to review opportunities for a large-scale BPO of non-voice back office operations & technology resources; identified opportunities to outsource up to 8,900 eligible resources, and additional strategy enhancements, resulting in 10% upfront cost reduction and full reductions of 20+% over 18 months for an additional ~2,000 resources, ~$50M spend when implemented

Executive Communications & Presentation Development: Developed executive presentations and key updates for Operations

& Technology Leadership, Citi CEO, CFO, Board members, and other Executive Team members. Senior Director, Finance, Global Consumer Operations & Technology (2006 – 2012) Directed global cross-functional teams of 50+ managers and analysts in providing monthly reporting, key metrics, trends and analysis, and accurately forecasting performance for $8 billion+ budgets. Established and implemented financial policies and procedures/activities. Led team in strategic initiatives providing systems enhancements and risk controls.

Process Improvement: Drove improvement and adoption of a best-practice annual budget Planning Process for North America. Created the Business Investment Analysis framework for annual plan cycle initiatives evaluation and prioritization.

Strategic Resolution of Process Failures/Break-downs: Reforecast entire consumer customer database infrastructure effort that was off-track for three years. Initiative included all cost drivers, and reconciling the capitalization, resulting in accurately forecasting within 2% real ongoing expenses for the remainder of the project life.

Vendor Model: Developed and implemented a consistent vendor management approach, mode and methodology across North America Consumer businesses.

Business Valuation: Drove the core valuation model of the Consumer Operations and Technology functions as a stand-alone spinoff Servicing company.

ACCENTURE, Dallas, TX 2005 - 2006

Management and technology consulting firm, within the Financial Services Business Strategy segment of banking, capital markets and insurance industries; $40B revenues; 460k employees; Led multiple Accenture and client project teams of various sizes. Senior Manager, Financial Services, Business Strategy & Architecture Led multiple engagement teams from the proposal and sales stage through the delivery and execution phase of projects for a variety of national and global Financial Services clients.

Operating Strategy: Defined a clear, consistent operating strategy for the $2.5B small business unit of a national investment and insurance company resulting in doubling total premiums in four years, and creating profitable growth.

Performance Management: Set the strategic objectives for a leading Canadian bank’s retail back office operations, including competitor and industry analysis, and measurable metrics and targets.

IT Effectiveness: Assessed the SDLC and IT maintenance processes of a global leasing company, and designed a program of initiatives to reduce the annual IT expense baseline run rate by 25%.

Competitive Assessment: Assessed the competitiveness of a regional bank on a number of performance dimensions, including technology and strategic capabilities to drive the executive strategic three-year capital plan. CAPITAL ONE SERVICES, INC., Plano, TX & Richmond, VA 2001 - 2005 Diversified financial services holding company offering a range of financial products and services, including Credit Card, Consumer and Commercial Banking; $26B revenues; 48k employees; Led teams as large as 50+ project managers & analysts. Group Manager, Financial Reporting, Capital One Auto Finance (2004 – 2005) Created a new team of data analysts and financial analysts to support all Treasury reporting needs of the $9.7B Auto franchise, including securitizations, asset sales and warehouse borrowing.

Treasury Data Quality: Appointed by the CFO to “clean up” repeated errors and process breakdowns in the financial and Treasury reporting functions.

o Successfully led initiatives for system enhancements, process reengineering, and automation bringing the function into full Sarbanes-Oxley (SOX) compliance.

Group Manager, Strategic Infrastructure PMO, Capital One Auto Finance (2002 – 2004) Directed the in-house consulting organization and PMO to implement projects for the business, including evaluating new strategic opportunities, and potential initiatives for greater operational efficiency and cost reduction.

Outsourcing Strategy: Developed the outsourcing cost benefit analyses and partnered with IT and the corporate supply chain group to install seven new service providers over two years. Services included call centers, imaging and data entry functions, bankruptcy loan servicers, and a variety of data vendors. o Results enabled Capital One to meet growth goals, while achieving 10-15+% reductions in many expense drivers for the cost per account metrics.

Operational Efficiency: Drove a project portfolio of key initiatives, process reengineering and cost cutting, including an organizational redesign strategy for loan servicing, a fee optimization project worth $8M, and a corporate-wide scalable call center strategy worth $2M. Delivered $15M in the first year of leading the group.

Sales Force Strategy: Developed and implemented a new sales territory strategy for 140 field and 15 internal sales associates nationally in 60 days resulting in the company hitting revenue growth targets well ahead of forecasts. Group Manager, Strategic Analysis, Capital One Card Services (2001 – 2002) Conducted a wide variety of strategic analyses to support senior and executive operations management. BAIN & COMPANY, Dallas, TX – Management Consultant 1999 - 2001 DELL COMPUTER CORPORATION, Austin, TX – MBA Intern 1998 FIRST SECURITY BANK, N.A., Salt Lake City, UT – Asst. Relationship Mgr. / Analyst 1994 – 1997 THE CHURCH OF JESUS CHRIST OF LATTER-DAY SAINTS, Taiwan – Finance Mgr. 1989 – 1991 EDUCATION & HONORS

THE WHARTON SCHOOL, UNIVERSITY OF PENNSYLVANIA, Philadelphia, PA 1999 MBA - three majors: Finance, Marketing, and Strategic Management Selected as a Leadership Fellow

BRIGHAM YOUNG UNIVERSITY, Provo, UT 1994

B.S. Business Management, Emphasis International Finance; Minor in Mandarin Chinese Awarded the Dow USA Scholarship in Business and the J. Darwin Gunnell Professorship in Management.

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