Khursheed A. Salam

Houston, Texas 832-***-**** ac7w19@r.postjobfree.com

~ Director of Financial Planning & Analysis ~

25+ years leading initiatives to increase revenue and reduce expenses through strategic and tactical planning and execution

Strategic Planning/Growth Strategy Financial Operations Budgeting Operating Plan Capital Plan Forecasting Financial Management/Reporting P&L Analysis Performance Measurement Benchmarking Business Intelligence BI KPI Cash Flow Management Financial Modeling Financial/Variance/Trend Analysis Economic Analysis, NPV, ROI, ROR Lease vs Buy Profitability Analysis Business Process Improvement Cost Controls Debt Management M&A Due diligence Valuations Financial Accounting/ Cost Accounting/GAAP/ IFRS/MD&A Multidivisional Consolidation ERP

Summary:

Twenty five plus years of executive level financial planning and analysis, business optimization, and performance improvement:

Policy development, financial operations, strategic and annual business planning, budget preparation (operating and capital), forecasting, expense tracking, business analytics, financial modeling, business intelligence, financial consolidation, financial reporting, and cash flow

Financial operations, financial accounting, month-end, quarterly, annual close, MD&A, internal controls, financial reporting

Internal consulting and advising senior management within large, complex, global organizations – business transformation

Implemented advanced analytics & business intelligence systems to drive enterprise operational performance and reporting

Coordination and supervision of external consultants, auditors, and third-party vendors

Performance measurement and analysis – KPI, dashboards, scorecards, target setting.

Advised business leadership of opportunities and risks impacting business performance. Defined and execute processes to ensure business financial performance, cost control and cost reduction, cash flow, and continuous process improvement

Designed and led the implementation of “End-to-End” processes and tracked the quality & defect metrics over the processes.

Cash flow management, project scheduling, revenue and expense forecasting. Business plan development, risk management, project establishment, resource forecasting, program metrics, and performance measurement.

Mentoring, and leading a team of accountants financial analysts, financial managers, and key financial stakeholders

Selected Achievements:

Led cross-functional teams to streamline end-to-end processes including: Record-to-Report (GL, A/R, A/P, Fixed Assets, Consolidation and reporting), Order-to-Cash, Procure-to-Pay, Hire-to-Retire, and Plan-to-Execute (Planning, Forecasting, Budgeting, Performance Tracking, Performance Improvement, and Reporting). Planned and executed business transformation effort through documenting as-is state, determining the through CMM analysis the best practices for future state, conducted the gap analysis between as-is state and future state, prioritized the migration path, recommended best ERP solution.

Impact: Delivered a fully integrated, best practices, business process solution and aligned the business tools with corporate systems – estimated reduction in SG&A costs of approximately 8%

Developed and executed three consecutive flat annual operating budgets while maintaining production output levels and absorbing uncontrollable and dramatically higher energy costs, benefits costs (healthcare and pensions), and labor costs. Achieved these results through business process analysis, business realignment, increased automation, increasing efficiency and effectiveness while reducing discretionary spending

Impact: Eliminated over $50M of operating costs (10%) over three years while increasing key operational performance indicators by an average of 5%.

Planned and developed a six year $2.4B capital expansion program. Managed project schedule, project sequencing, and cash flow requirements to fund the capital expansion with minimal borrowing and without having to incur the costs and restrictions of issuing bonds

Impact: Reduced borrowing requirements by 25%, from a projected $1.2B to $900M using commercial paper only.

Developed a new pricing model based on competitive review of market and by creating an empirical pricing model for each product offering based on historical market/elasticity data. The new model determined the impact of price changes to customers’ service consumption and had a positive effect on revenue.

Impact: Reduced the complexity of the pricing structure while offering discounts based on demand and available capacity to increase sales.

Spearheaded the initiatives and led the teams to improve data integrity for timely planning, analysis and reporting purposes by developing the concept of an integrated technology-based program for the company consisting of projects within Information Technology, and other corporate areas. All major ERP and legacy systems were consolidated and a business intelligence system was implemented. Reliable, single-source data was available on a timely basis. This allowed for development of dashboards to continuously monitor performance in near-real time.

Impact: Reduction in system operations and maintenance cost by almost 30% and dramatically better management and decision-making tools for managers throughout the company and executives at the corporate level.

Professional Experience:

RGP Houston, TX 2015 – Present

Managing Consultant Key Clients: Becton Dickinson, Sabre, Calumet

Transformed the FP&A department from a statutory and compliance reporting unit to a true planning, budgeting, and performance management organization that provided in-depth analysis and decision support to senior leadership.

Provided leadership with initiatives to increase revenue and reduce expenses through strategic and tactical planning and execution

Acted as financial Process and operations optimization specialist with expertise in driving financial performance across the organization

Implemented new planning and budget tools, including Oracle ePBCS (Hyperion in the cloud), and fully integrated it with the corporate ERP systems.

Led the consolidation and management reporting function. Provided commentary and analysis for the Board. Monitored, analyzed, and reported on weekly cashflow status and forecasts.

Provided advisory, project management and subject matter expertise for a Fortune 500 medical technology manufacturing company in establishing FP&A Centers of Excellence (NA, LA, EMEA and APAC).

Conducted a top down and bottoms up requirements analysis of resources requirements, to-be processes, reports, and dashboards in each business unit, region and function. Determined the size, composition and organizational design of each of the COEs.

Developed RACI's, interaction models and SLAs for all COEs. Developed role and job descriptions for all FP&A resources. Achieved synergy and efficiency target needed by the client.

Provided subject matter expertise and advisory services for Record-to-Report and Plan-to-Execute projects with the world's largest travel technology company.

Developed business requirements, and assisted with configuration, build, and testing for a SAP Hana solution. Developed reporting and dashboard requirements.

Conducted multiple software selections for ERP, HRIS, and EPM/FP&A systems on behalf of global and national enterprises. To optimize the selection for the client, I conducted vendor surveys, reviewed vendor “white papers”, determined evaluation criteria based on the client's capability maturity level (CMMI), systems, processes and technology.

Guided clients to analyze organizational structure and HR requirements to transform and implement effective industry best processes and HRIS systems. Coordinated with vendors to ensure detailed technical specifications are aligned with clients’ requirements and capabilities, documented functional and technical requirements, and validated all requirements with key stakeholders.

Established methods and tools for performance measurement and analysis by determining Key Performance Indicators (KPIs), dashboards, scorecards, and target setting. I have led system selection and implementation for HRIS systems like Workday, PeopleSoft and financial systems like NetSuite, SAP and Oracle.

Community Health Choice Houston, TX 2017- 2017

Director, Financial Planning & Analysis

Transformed the FP&A department from a statutory and compliance reporting unit to a true planning, budgeting, and performance management organization that provided in-depth analysis and decision support to senior leadership.

Provided leadership with initiatives to increase revenue and reduce expenses through strategic and tactical planning and execution

Acted as financial Process and operations optimization specialist with expertise in driving financial performance across the organization

Implemented new planning and budget tools, including Oracle ePBCS (Hyperion in the cloud), and fully integrated it with the corporate PeopleSoft Financial and HRIS systems

Protiviti (formerly Arthur Anderson LLC) Houston, TX 2014-2015 A tier 1 global business consulting firm

Associate Director – FP&A Key Clients: Estee Lauder, Baker Hughes, and Hess

Led and managed teams for the Business Process Improvement and Financial Planning & Analysis practices by providing leading global, multi-location, clients with process, people and technology solutions to improve overall enterprise financial performance – integrated strategic and tactical planning ad performance solutions delivery.

Improved the decision making process by re-engineering the analysis and reporting process around key business drivers, including: revenue, gross margin, SG&A expenses, working capital, debt and equity financing, and cash flow.

Provided subject matter expertise and best practices on budgeting, planning, forecasting, and performance monitoring

Advised and assisted clients on the execution of strategic projects and initiatives. Led and coordinate financial system upgrades including implementation of new Chart of Accounts (CoA) ensuring minimal impact on financial plans.

Developed a comprehensive monthly, quarterly, and annual reporting and analysis system to monitor performance

Provided subject matter expertise to business functions by developing solutions, setting overall targets, allocating financial and human capital for programs and projects, and ensuring timely and effective delivery of financial programs

Acted as a trusted advisor by evaluating operational systems, tools and processes leading to financial systems transformation – people, processes, and technology. Successfully led and delivered enterprise-wide financial projects.

Accenture Houston, TX 2012-2014 A tier 1 global business consulting firm

Executive Manager, Financial and Enterprise Performance (F&EP) Key Clients: Shell Oil (MSD), BP, Chevron

Led and managed a global, multi-location, team for the F&EP practice by providing leading clients with solutions to improve their financial and overall enterprise performance – integrated strategic and tactical planning.

Acted as a trusted advisor to the CFO by evaluating planning, budgeting, operational systems and processes leading to financial systems transformation – people, processes, and technology – aligned with corporate and business strategies.

Drove the planning process, assisted the CFO in monitoring and reviewing the financial performance, explained significant variances to senior management, alerted them to potential issues, recommended corrective actions, and prepared and presented the monthly, quarterly and annual financial performance reports.

Delivered the annual business plan by working closely with budget holders to understand operational issues and establishing partnerships with the key finance stakeholders. Developed the capital expenditure plan

Developed and implemented solutions to increase revenue growth, operational efficiency and effectiveness, improving profitability and all KPIs. Developed new analytics and dashboard using BI.

Instituted and established program control systems, conducted business value analysis, risk assessments, and risk mitigation. Reviewed the program project portfolio for cost effectiveness, sequencing, and cash flow.

Evaluated key performance measures and initiated cost control measures to increase margins and earnings.

Implemented performance tracking systems/BI to improve ongoing operational controls and reduce performance risks.

Mentored and supervised a team of financial analysts, finance mangers, and key business stakeholders

Metro Houston, TX 1992-2011 A billion-dollar engineering, construction and transportation company

Director, Financial Planning & Analysis 2005-2011

Manager, Budgeting and Forecasting, OMB / Finance Department 1996-2005

Senior Management Analyst, OMB / Finance Department 1992-1996

Drove the short and long-term strategies and led the development of the tactical plan to achieve goals and objectives.

Enhanced management planning, effectiveness, and control by recommending appropriate policies, procedures, allocation of resources and organizational structures.

Acted as internal management consultant to the Executive Management Team to ensure that all activities and resources were directed to achieve maximum benefit to the company as a whole. Analyzed business processes, workflows, procedures, manpower loading and resource requirements for continuous performance improvement

Led the system integration efforts and the development of a comprehensive business intelligence platform. Developed advanced business analytics, dashboards, scorecard, business performance tracking and reporting system.

Prepared the quarterly performance scorecards and KPI’s for review by the President & CEO. Assisted senior management in the quarterly management review process. Developed advanced analytics and dashboards.

Developed and presented the annual operating and capital budgets for senior management and Board of Directors’ review and approval. Led the annual development and updating of the long-range and five-year strategic business plans. Analyzed the annual operating and capital budgets based on performance measures, forecasts, and work plans.

Developed the infrastructure and capital replacement and operating management plan

Led the financial and analysis team in forecasting and periodic re-forecasting to ensure that the current business plan reflected up-to-date business conditions. Conducted historical and prospective financial analysis of operating results and internal management metrics. Explained all actual-to-budget variances with a view to determining performance issues and formulating appropriate solutions. Presented the monthly performance status report to the Board of Directors.

Monitored and controlled expenditures and projects to ensure consistency with the organization’s overall financial constraints, policies and objectives. Managed cash flow. Developed a reliable cash flow projection process and reporting mechanism including working capital threshold to meet operating needs.

Collaborated with the Executive Management Team to determine the capital replacement, expansion and upgrade plans

Conducted due diligence of international joint ventures. Negotiated and executed purchase & lease agreements of high value equipment and service.

Reviewed and approved all third-party contracts and invoices with a view to reducing or eliminating costs.

Performed quality control over internal and external financial reports and major accounting transactions. Prepared the “Management Discussion & Analysis” section of the Annual Financial Report.

Responsible for cash flow management, financial reporting, revenue and expense forecasting, project scheduling, and performance measurement and tracking for the organization.

Salam Management Services Houston, TX 1991-1992

Management Consultant

Assisted BP Air in the development of a scheduling system using Suretrack and Microsoft Project

Assisted E Cubed Corporation in the establishment of branch offices in Houston

Trunkline Gas Company Johnsonville, IL 1989-1991

Plant Controller / Area Administrative Analyst

Functioned as regional financial operations supervisor over two natural gas transmission plants and 450 miles of pipeline operations.

Bureau of the Budget, Executive office of the Governor, State of Illinois Springfield, IL 1986-1989

Program / Budget Analyst

Education:

Master of Accountancy May 1986

Southern Illinois University at Carbondale, Carbondale, IL

Bachelor of Science in Business and Administration (Accounting & Finance) December 1984

Southern Illinois University at Carbondale, Carbondale, IL

Higher National Diploma in Environmental Engineering July 1981

Institute of Environmental Science and Technology, University (Polytechnic) of the South Bank, London, England, U.K

Technical Proficiencies:

Microsoft Excel, Word, PowerPoint, Access, and Project

Oracle Financials and Oracle Procurement

Oracle ePBCS, Hyperion Planning and HFM

SAP FICO, MM, PM, SCM, HCM

Dynamics Great Plains

NetSuite

COGNOS Enterprise Planning and Business Intelligence – OLAP analysis and reporting, cubes, dashboards Adaptive Insight Host Analytics

Personal:

US Citizen Willing to travel

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