Sanjeev S. Phansalkar, MBA
Senior Finance Leader with experience working for Fortune 100 companies providing program portfolio fiscal management leadership and analysis to support and align business objectives, strategy, and profitable growth. Effective proven track record in managing P&L, optimizing capital, managing risk, and increasing liquidity. Proven ability to implement, drive and execute operational and financial analytics, strategy, and process initiatives. Driven leader and self-starter. Problem solver. Ability to multitask and maintain focus in a highly dynamic environment. Track record of implementing proper financial controls and critically evaluating and responding to rapidly changing financial, operational, and business environments. Ability to accept ownership, take initiative and assume responsibilities. Proven track record of developing successful and effective work relationships with peers, clients, and senior management.
Areas of Expertise:
Financial Planning & Analysis, Budgeting & Forecasting, Business Management, Activity Based Costing, Process Engineering, Six Sigma, Cost Management, Relationship Management, Strategic Sourcing, Organization Transformation, Executive Leadership, Program Management, Finance, Outsourcing / Offshoring, Cost Allocation, Service Catalog & Unit Pricing, Audit, People Development, QA, UAT, Release Management
MBA, Finance, St. John’s University – The Peter J. Tobin College of Business
BA, Economics, State University of New York College at Cortland
Completed PMP Coursework – Technical Institute of America
Computer Skills & Certifications:
Certifications: PMI, PMP – In Progress November 2020 (Expected Completion Date)
ERP Tools: Hyperion, Oracle Fusion, PeopleSoft, SAP, Computron, Workday, Salesforce
OLAP Tools: Essbase, Cognos, TM1, SmartView, Power Play, QlikView, Business Objects, DI-Diver, SAP BW
PMO Tools: CA Clarity PPM, HP PPM, Planview, Apptio, ServiceNow, Digital Fuel, BEN, JIRA
Microsoft Apps: Excel, PowerPoint, Access, Word, Visio, Project, Power BI, SharePoint, Outlook
Market Data Apps: Bloomberg, Reuters, Moody’s KMV, S&P Capital IQ
Senior Finance Consultant – Worldwide Fulfilment Operations LGA9 (Contractor)
Amazon.com Services LLC, (2020 – Present)
Finance Business Partner with the Senior WWF Leadership Team and Directs in all areas of project and program management including budget planning, monthly forecasting and reporting, headcount planning and tracking, resource management and workforce strategy; risk remediation; audit and compliance; vendor and contract management productivity tracking, run rate analysis, monitoring expenses, cost recovery and monthly financial close.
Implemented Governance Standards across the portfolio, including tracking, monitoring, and updating the status of program deliverables as well as the change control process all projects and portfolios.
Gathering and analyzing data across order fulfillment functions to establish global standards for operations and in partnership with cross functional teams.
Building strong partnership with operations field leaders to drive standard practices across the distribution center network.
Managing cross-functional project teams, planning, and organizing, and executing complex projects across multiple organizations and stakeholders to enable the launch of new projects and processes.
Partner to create and manage business case models in support of potential acquisitions, strategic initiatives and restructuring decisions.
Optimize workforce by assigning technical roles for internal projects to support business priorities. Deploy resources to project and redeploy to other projects to maximize employee productivity.
Responsible for various PMO deliverables including project financials analysis and reporting, supporting business case management, project planning and forecasting, project administration (i.e. Status Reporting, Metrics Reporting (Milestones, Deliverables), Change Requests, RAID management) as well as overall program communication and governance materials preparation.
AVP, Head of Corporate FP&A, Program Management and Strategy (BU CFO) – CTO Operations & Functions
QBE North America, Chicago, IL: New York, NY; Sun Prairie, WI (2017 – 2019)
Serve as Division CFO, financial and strategic business partner to the North American President, COO & CIO covering Claims, Technology and NAO Operations in the planning, execution, and C-level updates covering $2B in revenues, $480M in spend and ~4,500+ resources while managing a multi-national team of 10 with presence in New York, Chicago, London, and Bangalore.
Led the North America Technology & Finance transformation team to complete all Lean deliverables for process optimization incl implementation and migration of a new ERP, CRM & BI toolsets using Oracle Fusion, Essbase SmartView, Guidewire, Majesco, Salesforce and Workday
Divestiture of non-core business units (over $450M in premium) to simplify North America. Worked with bankers on creation of an information memorandum and driving Q&A with dozens of SMEs. Participate in all management presentations with respective buyers. Also responsible for planning and execution of the transition including transfer of staff, IT readiness, data transfer, regulator notification, internal & external communication, and expense associated expense reduction.
Implementation of an integrated industry vertical operating model. Align P&C and Specialty businesses under one leader and P&L; ensure alignment staffing model, product offerings, process redesign, industry expertise, communication, marketing roll out and reporting.
3-year Specialty & Commercial roadmap implementation. Primary focus is a "rebuild" of the Property & Casualty business. Includes creation/updates to appetite, products, guidelines, talent, reporting, pricing models, and implementation of a new Policy Administration and Billing system.
Led all aspects of delivery related to the business transformation Centers of Excellence initiative focusing on bringing QBE North America work to optimal locations, driving standardization, process optimization, reduced fragmentation, and concentrating subject matter
Designed Cyber Security Framework, and actively manage requirements from NYDFS and OSFI to ensure all requirements are met to certify for compliance.
Identified, initiated, and managed operational gaps and premium leakage in Sales and Underwriting practices to generate additional US$5M.
Managed a portfolio of fifteen cross-functional projects across the organization to lead Continuous Improvement Taskforce.
Business Finance Transformation Program Manager – Corporate Financial & Analysis
American International Group, New York, NY (2015 – 2017)
Manage and enhance FP&A capabilities, including accuracy and timeliness of monthly and quarterly reporting and analytics with focus on business results, development of reporting packages, and presentations to senior leadership.
Led expense management efforts for all of AIG businesses and functions including Asset Management, Property & Casualty and Life & Retirement Services.
Lead and oversee annual budget, quarterly forecast, and monthly outlook, including expense reduction opportunities, investment business cases, and return on investment tracking
Plan, set goals, and monitor financial results of key business growth strategies and productivity initiatives, as well tracking against investment business cases and long-range business plans
Develop and enhance consistent ongoing financial reporting; providing timely and effective executive oversight of budget, forecast, growth investment, and key productivity initiatives
Implementation of Dodd-Frank (CCAR Reporting). Efforts include initial stages of fleshing out Legal Entity, Business Line and account structure (FR Y-9C and lower-detail levels, FR Y-14A) for the North American business in order to help achieve compliance with Volcker / Dodd-Frank regulation.
Full Balance Sheet and Income Statement modelling, contributing analysis for setting internal capital requirements and building capital ratio models with the Risk group.
Manage strategic relationships with Corporate, Technical Accounting, Internal Audit, and Legal to ensure accurate accounting treatment, effective SOX controls, and compliance for contracts, audit findings, and reporting
Team lead executing AIG Business Transformation Program to remediate AIG’s SIFI designation resulting from the FRBNY audit findings. Completed the program 5 months ahead of schedule.
Drove the initiative to take down $1BN in budget spend over 2-year period; coordinated business discussions on span of control cost savings, technology initiatives and business consolidation efforts to achieve goals.
Worked with AIG Procurement that oversaw $5B+ of indirect expense across a dozen spend categories including hardware, software, services, temp staffing, consulting, real estate, travel, print/mail, telecom, and marketing. Tasked by COO and AIG Operating Committee for driving $300 million of efficiency saves by end 2016; exceeded goal by $150m ($450m).
Transformed and restructured 300+ FTE global group across talent/staffing, process, technology, global footprint, near-shoring/off-shoring, and risk management
Conceptualized and implemented a full-scale BU allocation model by function, region, and entity across business lines. Controls and documentation, workflow and data management.
VP, Financial Planning & Analysis Director – Global Markets CIB Strategy and Governance – COO
Deutsche Bank, New York, NY (2011 – 2014)
Business manager for GTO (Global Technology and Operations) Corporate Investment Banking Technology division – incl. Global Equities, Fixed Income & Currencies and Markets Clearing.
Lead monthly forecasting, annual budgeting process, financial analysis & special projects & providing financial analysis for businesses accounting for €1.1B.
Established a Key Strategic Initiatives organization providing structure around and oversight of the bank’s Enterprise Initiatives, Key Strategic Programs, and Top 100 Projects. Governed over €475M in CTB spend, 200 programs and 1,100 projects.
Consolidation and monthly presentation at MD/COO level of Client Financial Reporting packs. Project lead on streamlining and improving MI to provide an accurate and robust reporting platform to the whole of GTO. Management of offshore resources in Philippines and India to simplify process work streams
Transform financial and other managerial data into information that enhances effectiveness of management and business processes.
Provide departmental management information to management team, for all divisional aspects: financials, workforce development, sourcing transparency, growth indicators, operational issues, etc.
Gather and consolidate data for various Management Reports: MMR, Portfolio Governance Review, and Ad-Hoc.
Build close working relationship with Front Office COO's, IT, and Business Management.
Manage a staff of 10 resources.
Business Transformation lead on headcount and cost reporting across Deutsche Bank, worked with IT Architecture owners to construct analytical OLAP cubes to gain ‘first’ sight of 70,000+ internal / external headcount by region, cost, demographic and organizational structure.
Produced output to show the delta between the ‘As-is’ and ‘To-be’ organizational structure and fed this into the wider Go/No go and readiness decisions
Achieved budgeted IT application savings of €59m/month through focused process analysis and implementation of cost reduction initiatives at Deutsche Bank.
Developed from scratch and launched new reporting suites drilling into €7.5bn CTB cost base and 70,000+ FTE across the whole bank. Cascaded to senior management and EXCO. Formed the basis for cost cutting efficiency savings and offshoring.
VP, Head, Financial Planning & Analysis – Equities, Prime Finance & Futures COO
RBC Capital Markets, New York, NY (2009 – 2010)
Serve as CFO and strategic business partner providing Financial Management/Strategic Cost Management (CDN $380M), Portfolio Management, Risk, Audit & Quality Control and Change Management Services for Cross Asset Electronic Trading, Equities, Futures, & Prime Finance Groups.
Manage all Financial control - Understand the complexities of the department P&L; allocable base, appropriate accruals, client allocations, the impact of capitalization, recovery and fixed price contracts in order to improve operational efficiency and productivity.
Partner with the Front Office COO and Business Management teams to drive and influence standardization across the business management function and process including: budget planning, monthly MFR / EMR reporting, headcount planning and tracking, location strategy, productivity strategy, project based change agenda, innovation and process re-engineering ownership, implementation of controls, standardization and optimization of business processes.
Engage with the expense work-stream to provide detailed expense analysis to the business to help understand expense drivers and assist in optimizing expense base.
Provided financial support to centralize brokerage operations to offshore business partnerships in India for both Fixed Income & Equities at RBC Capital Markets saving CA$ 2M annually.
Work with the Planning & Analysis work-stream team on competitor analysis to better understand the external landscape, identify addressable gaps and incorporate goals into overall strategic plan.
Direct and supervise the work deliverables and provide guidance to a team of offshore partners
Ad-hoc projects to optimize inefficiencies or provide more automated analysis to finance and business audiences
Plan and coordinate meetings, prepare information, monitor status of action items. Develop & oversee presentations on behalf of the Global COO, offsite meetings, Town Halls, and other external/internal partners.
Director, Head of Financial Planning, Reporting & Analysis – Financial Management Group
MetLife Insurance Group, Inc., New York, NY (2007 – 2009)
Responsible for financial management and oversight spending of $1.6B annually including leading the budgeting, forecasting, and close.
Partner with CAO, CTO and Lines of Business CFOs to provide financial information to enable business development and growth while providing executive management with the necessary quantitative and qualitative information to make strategic decisions.
Re-engineer financial processes to ensure end-to-end, straight through processing to maximize value proposition of MetLife’s ERP and reduce risk.
Manage a global staff of 15 resources including managing promotions, mobility, retention, and development of high performing staff.
Program Management Leader for an Enterprise-Wide Finance Transformation initiative including the rollout of Peoplesoft G/L 9.X, Hyperion Essbase OLAP, and CA Clarity PPM project accounting toolset including all related Data Warehouse integration capabilities.
Worked on the MetLife Operational Excellence Initiative with Bain & Co to reduce “Spans & Layers” across 6 LOBs resulting in $250M in annual savings for O&T beginning in 2009.
Provided financial support to rationalize the buildout of 2 Captive BPO centers in Pune & Manila to handle processing insurance claims, as well as centralize financial & technology functions considered redundant over 6 LOBs
AVP – Head, Financial Planning & Analysis (Business Unit CFO) – Asset & Wealth Management Operations
Oppenheimer Funds Inc., New York, NY (2005 – 2007)
Financial Planning & Analysis Manager (Business Unit CFO) – Corporate Finance Ratings
Moody’s Investors Service, New York, NY (1998 – 2003)