Successful Planning Through Strategic Financial...
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Financial Forecasting & Planning Innovation
Successful Planning Through Strategic Financial Initiatives
September 10 & 11, 2013Seaport Hotel, Boston, MA
Confirmed Speakers
FP&A Innovation Speakers• Director, FP&A, Boston Globe• Vice President, Finance, Flextronics• Director, FP&A, Louisville Slugger• CFO, Aduro Bio-Tech• Vice President, Finance, Endurance• Director, FP&A, Zipcar• Director, Finance, Halliburton• Director, FP&A, Planet Hollywood• Director, FP&A, Fender• Vice President, Finance, Hasbro• Senior Director, Motorola• CFO, Worldwide Clinical Trials• Senior Manager, FP&A, Welch Allyn• Senior Controller, Corporate FP&A, Intel• Director, Forecasting, Pharmaceutical Industry• Vice President, Finance, Viacom• Director, Finance & Global Controller, Trimble
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• Senior Director, FP&A, Saputo• Senior Sales Consultant, Host Analytics• Senior Executive, Anaplan• Vice President, Product & Industry Solutions, Axiom
EPM
Finance Transformation Speakers
• Vice President, Finance Transformation, Cisco• Director, Financial Operations, U.S. Department of
Health & Human Services• Senior Director, FP&A, Capella Education • Senior Director, Business Area CFO, TIAA CREF• Chief Financial Officer, Mubadala• Chief Executive Officer, Prevedere
Confirmed Speakers
Past Delegates include• VP, Finance - NBC Universal
• Director, Finance - Nestle
• Director, Global Finance - Johnson & Johnson
• Vice President - Bank of America
• VP, Finance - Red Bull
• VP, Finance - Intel
Who Will You Meet?There is no question that IE. provides the gold standard events in the industry and will connect you with decision makers within the finance industry. You will be meeting senior level executives from major corporations and innovative small to medium size companies.
Job Title Of Attendees
President/Principal
SVP/VP
C-Level
Snr. Director/Director
Global Head/ Head
Snr. Manager/Manager
Academic (1%)
78%
1000+ Employees300-999 Employees50-299 EmployeesLess than 49 Employees
Company Size Of Attendees
8%
11%
25%56% 81%Attendees are
companies with at least 300
employees
3%
21%
12%
42%
13%
8%
Attendees are at Director level or above
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The Financial Forecasting & Planning Innovation Summit brings together FP&A leaders for a thought leading summit acclaimed for its innovative insight.
Finance Execs in 2013 who are looking to develop a systematic approach to link strategic plans, budgets, and forecasts can't afford to miss this summit and hear how to generate granular analyses of profitability drivers, plan around capital needs and produce ROI analyses (e.g. for
IT projects). For many firms, the key is to become what’s called an “analytic competitor”— a business that is fast, flexible, and precise when it must reallocate resources in line with changing patterns of demand, cost, and opportunity. For the FP&A team, this requires the ability to access, collect, and analyze both financial data and forward-looking non-financial measures such as trends in customer demand or commodity prices.
About The Summit
Finance Transformation, September 10The Finance Transformation Summit is running as a 1 day track alongside the FP&A Summit on September 10. Finance transformation today is defined by leveraging shared services center, electronic documents and data exchanges, reporting tools, cash management... but to get ahead, finance executives must be even more creative by sharing experiences and opening discussions to define how businesses will work in tomorrow’s financial environment for the best of the company and its clients. For many firms, creativity and innovation are the master words for permanent improvements and opportunity. This
summit will share experiences and best practices for improving costs and governance of finance functions to optimize finance transformation.
Speakers Include:
• Director, Finance Transformation, Avery Dennison
• Vice President, Finance Transformation, Cisco
• Director, Financial Operations, U.S. Department of Health & Human Services , and many more...
Speakers Include:Click Here for More Information
Speaker InformationMark SomersDirector, FP&AZipcar
Mark Somers leads the Financial Planning and Analysis team at Zipcar. In addition to conducting the annual planning process, the FP&A team utilizes member activity, financial cost and vehicle usage data to give the company’s managers further insight when making operational and pricing decisions. Mark joined the company in 2007 during the merger with Flexcar, Zipcar’s national competitor at the time. His prior experience includes management positions within the traditional car rental industry. Mark earned Bachelor’s degrees in Economics and Urban and Regional Planning from Miami University and holds a Master’s degree in Economics from American University.
Synergy Modeling: Driving High-level forecasts into Actionable Plans: an FP&A Perspective
Today, thanks to cool technology, a member-driven user experience, and an amazing team of hands-on Zipcar enthusiasts, we are redefining the way generations thinks about alternative transportation. On March 14th, 2013, the Avis Budget Group (Nasdaq: CAR) completed its acquisition of Zipcar. By leveraging Avis Budget Group’s existing vehicle rental infrastructure, Zipcar is expected to realize $50-$70 million in annual synergies from increased growth and cost savings. This presentation will cover the evolution of the high-level synergy forecast into actionable plans.
Kyle Beaird is the Director at FP&A at Hillerich & Bradsby (H&B), the company that produces the iconic Louisville Slugger bat. At H&B Kyle provides financial, operational, and strategic support for business development, strategic partnerships, financial planning, budgeting and forecasting, reporting, and more. Prior to his role at H&B, Kyle’s professional background was completely nonsensical, meandering from technology to equity research to investment banking to public policy. Kyle earned his undergraduate degree at Iowa State University and his MBA at the Wharton School. In addition to being an die-hard baseball fan (go Rockies!), Kyle is an avid mountaineer, and has summited Mount Everest in Tibetan China, Mount McKinley in Alaska, and a number of other U.S. and international peaks. Kyle loves spreadsheets.
FP&A at Louisville Slugger: Past, Present, and Future
This session will be a case study of the FP&A function at one of America’s most iconic and historic brands: Louisville Slugger. The 128-year-old Kentucky-based company has had an indelible impact on the game of baseball, and as Slugger transforms into a modern global brand the company has undergone dramatic changes. Changes have impacted domestic and international manufacturing, supply chain, marketing, sales, HR, and more, which in turn all impact financial forecasting and analysis. This session will discuss the ongoing transformation and will attempt to delve into a few of the challenges and success stories.
Kyle BeairdDirector, FP&ALouisville Slugger
Ken Mesuda is Vice President of the FinanceTransformation Office. The Finance Transformation Office was created to accelerate the execution of the Finance capabilities and services needed to transform Cisco. Ken brings over 25 years of broad based experience in both operational and corporate financial management in the high tech industry. Prior to joining Cisco in 2005, Ken held a variety of finance positions in IBM and Hitachi. Ken brings to Cisco extensive experience as a trusted business partner to senior management and a proven leader of large global initiatives and teams that achieve successful results. Ken earned his Bachelor’s degree in Accounting from Marist College and his Masters degree in Business Administration from Pace University.
From the Backroom to the Boardroom: Why Finance Transformation?Learn how Cisco Finance played an instrumental role in changing the trajectory of the company after weathering an uncertain economy, experiencing consecutive quarters of gross margin deterioration, and watching their stock price decline as analysts downgraded their expectations. To lead the charge, Finance had to transform the way they worked internal ly and with the business . Th is transformation included leading the implementation of a new operating model across the company with the systems and processes to deliver in depth business analysis, increase visibility to drive greater accountability, and ultimately improve business performance.
Ken MesudaVP, Finance TransformationCisco
Ken KulagaCFOMubadala
Financial Executive with 20+ years experience in Business development. Telecommunications, High Tech, Software, Media, Retail and Business Services Industries. Company sizes have ranged from mid market to Fortune 50 and include ABM Industries Inc., Sirius Satellite Radio and AT&T/Lucent Technologies/AVAYA. Currently heads the Financial
Planning and Analysis function of Mubadala Development Company based in Abu Dhabi. Ken Kulaga holds a Bachelor of Science degree and a Master of Business Administration (MBA) degree, both from Seton Hall niversity and is a Certified Treasury Professional (CTP).
Brian MaddoxVice President, FinanceFlextronics
Brian Maddox has more than 12 years of experience in global hi tech manufacturing and has served as the Vice President of Finance at Flextronics International Ltd. (NASDAQ: FLEX) since 2006. Flextronics is an industry-leading, Fortune Global 500 Supply Chain Company generating $23 Billion in annual revenue and operating a global footprint with over 200,000 employees and operations in 30 countries. Mr. Maddox is currently responsible for strategic financial planning, mergers and acquisitions, and global financial and operational reporting and analysis. Prior to his current role, Mr. Maddox was Vice President of Finance for the Americas Operations, Global Credit, and other corporate finance functions, and Senior Director of IT, managing global solutions at the company and establishing a global shared services center in India. Additionally, he was a Senior Consultant for Arthur Anderson leading projects for several Fortune 500 companies in the areas of financial process re-engineering,
IT solutions and global shared service centers. Mr. Maddox has an Inactive CPA with a Bachelor of Science degree, in Accounting, Financial Management and Financial Controllership.
Managing M&A Through the Finance Organization
In today’s global economy mergers and acquisitions are becoming an even more vital component to expanding shareholder value. Many organizations do not have the proper teams and knowledge to support these strategic opportunities. Flextronics is a global industry leading supply chain management company with revenues in excess of $23B. Flextronics will share with you why M&A reports into finance, how the team is structured, and provide insight into many of the tools and processes they use enable their successful M&A organization.
Jennifer Rhodes ReillySenior Director, Business Area CFOTIAA CREF
Jennifer Reilly is Senior Director, CFO for the Marketing department at TIAA-CREF, a Fortune 100 leading provider of retirement service for Americans who work in the non-profit world. In this role, Jennifer serves as s strategic finance partner for Marketing, is the liaison between the Marketing leadership team and Finance and is a key member of the Marketing Leadership team. Jennifer is a Certified Public Accountant.Prior Experience: Senior Finance Director, Strategic Sourcing – TIAA-CREF; Senior Director, Business Metrics, TIAA-CREF Shared Services and Technology and Operations; Vice President, Accounting – US Land Investments; Assistant Controller and various Finance roles, Centex Homes and GVA Lat Purser & Associates
A Shift in Focus – Steward / Operator to Catalyst / Strategist
As finance leaders, we continue to evolve our thinking on how we strategically partner with the business and approach work behind the scenes. With the ever changing competitive and regulatory landscape, shifting focus is critical to continued success. How do we transform our role as Finance Partners and make the shift to catalyst and strategist, driving execution and enabling performance? Leading change through a Finance organization deeply rooted in history is not easy but is often necessary to enable the businesses we support to survive changing marketplace dynamics. This session outlines how to approach and overcome obstacles during transformational change.
Kyle PoundsDirector, FinanceHalliburton
Kyle Pounds is the Finance Director for Halliburton’s Drilling and Evaluation Division, where he leads the Finance team and serves as the principal financial advisor for the division. Mr. Pounds joined Halliburton in 2000, and has served in a variety of roles within the company’s Finance organization, including four years as the Director of Financial Planning and Analysis. Prior to joining Halliburton, he worked for Wyle Laboratories as a biomedical engineer, supporting the Shuttle and Shuttle-Mir programs at NASA. Mr. Pounds has a bachelor’s degree in bioengineering and a Master of Business Administration degree from Texas A&M University.
The Impact of FP&A Processes on a Global Organization
Effective FP&A processes clearly benefit an organization by providing insight into the health of a business and helping to project future business performance that can be used in strategic decis ions regarding resource allocation. However, these benefits come with a cost that can affect the entire organization. This presentation will discuss how FP&A processes can impact an organization, and also provide insights into how best to match FP&A processes to the organization they are designed to support. Included in the discussion will be specific illustrations of FP&A processes at Halliburton.
Deb VoslerDirector, FP&AFender
Deb Vosler currently serves as the Director, Financial Planning and Analysis for Fender Musical Instruments Corporation. Deb has been with Fender since 2000 and has held increasingly responsible roles. Deb is currently responsible for directing and leading the company’s decision support structure that includes annual budget process, monthly forecasting, and financial analysis and risk assessments. Deb is a key member of the financial management team at Fender. Prior to her tenure at Fender, Deb held accounting and finance positions within the Land Survey, Defense Contracting, and Horse Racing Industries. Deb earned her BS in Business Administration from Phillips University in Oklahoma.
Finance Innovation for an Immature Market & IndustryThis presentation will cover the following:
• Fender historical finance support
• Creating the need for a decision support team
• Business partnering and implementing the team • Benefits and outcomes
• Next steps
Kristin CarneySr. Director, FinanceMotorola
Improving Your Budgeting & Forecasting ProcessesThis presentation will use the following examples:• Implementing a BI tool to capture financial data sooner
in the forecast process as well as enhancing data quality and availability.
• Coordinating and collaberating the forecast process with other corporate organizations to enhance and improve the quality of the forecast and improve the process through communication and data sharing. Eliminating the SILO mentality.
Kristin Carney has more than 20 years of financial management expertise in High Tech manufacturing, software, telecommunications equipment and services, retail, publishing and education industries. She is currently the Senior Finance Director for the Networks and Infrastructure Division of Motorola/Arris. Prior to Motorola, Kristin served as Vice President of FP&A for One Communications. At both companies, Kristin was brought in to align financial process, add controls, and generate financial information for the organizations created out of a combination of acquired start-ups and legacy technology platforms.
John CoskranSenior Director, FP&ACapella Education Company
John Coskran leads the Financial Planning and Analysis function for Capella Education Company. In this role he is responsible for providing business analysis, scenario analysis, shareholder value creation modeling and forecasts to the CEO, CFO, University President and leaders of key business functions. Prior to his role at Capella, he spent 12 years in a variety of finance leadership positions at Best Buy including leading the FP&A function for Best Buy’s US entities. John has an MBA from Augsburg College, a Masters of Accountancy from DePaul University and a Bachelors degree in Economics from Carleton College; he is currently pursuing a PhD in Finance at Capella University.
Transforming Strategic Planning by Analyzing the Academic Literature on Theories of Competitive Advantage
This presentation will briefly cover some background about Capella Education Company and our approach to financial and strategic planning. This experience as a practitioner in strategic planning will be expanded with a review of the academic literature surrounding theories of Competitive Advantage as well as the results of recent research studies in this area. This intersection of practical experience and academic research presents an opportunity to transform or refine Finance’s role in strategic planning.
Nestor NovaDirector, FP&APlanet Hollywood
Nestor Nova currently leads the Financial Planning, Analysis and Inventory Control efforts for Planet Hollywood, Buca di Beppo, and Earl of Sandwich. In this role heis responsible for providing business intelligence, analysis, forecasting and reporting to the CEO, President, COO, CFO, and Divisional Vice-president of each concept and business unit. Nestor holds Bachelors in Economics degree from the University of Central Florida. He also has an MBA and MS in Finance and forecasting education from the London School of Economics.
Transforming Data into Actionable Strategies – Becoming a Strategic Financial Partner Financial Planning and Analysis teams face new and more complex challenges. Albeit data is becoming more
abundant, discerning and understanding data continues to be a great challenge for professionals in this field. It becomes increasingly difficult to discern usable and value-added data amidst the inflow of information we are able to obtain through modern systems. We are no longer challenged by data availability but by being able to understand and transform data into usable knowledge to create impactful strategies for the organization. This is increasingly difficult with organizations striving to overcome the effect the economic downturn and multiple strategies being implemented in the market.
Andy McBrideVice President, FinanceFollett
industry, has been the rise in popularity of renting textbooks. The Course materials market in the US is very stable and is approximately $10b a year. The concept of renting textbooks has been around for decades, but never took off in any significant way until 2009/10. The discussion would cover a brief background about the industry, the primary competitors in the market, the traditional pricing structure for textbooks and then reasons why textbook renting went from almost nothing to about 20% of all course material transactions in a few short years. One of the main takeaways from this business case is that text rental is mainly a subtle price/product positioning change from the traditional sale/buyback model that existed for years. It is likely that exploring customer preferences would have led to this solution many years earlier.
Andrew McBride is a Vice President of Finance with over 20 years of experience in FP&A, business strategy and consulting. Mr. McBride has helped establish FP&A departments at two organizations in turnaround situations; in both the public and private sector. He has experience developing financial planning and analytical processes that are reliable and focused on decision support. Mr. McBride works for Follett Higher Education Group, a $2 billion company that manages over 950 retail college stores in the US and Canada.Textbook Rental: Reasons Behind its Explosive GrowthOver the past four years, one of the most significant developments in the college textbook/course materials
Matthew ZakielarzDirector, Financial OperationsU.S. Department of Health & Human Services
Matt Zakielarz is the Director of Financial Operations for the Program Support Center (PSC), the Shared Services Organization for the United States Department of Health and Human Services and federal entities world-wide. He has the responsibility for leading transactional finance functions for the PSC and all of its financial services customers, with a portfolio of over $100B in annual budgetary authority. With 44 products and services offered federal-wide, the PSC manages the business of government so federal agencies can focus on their core missions. With 25 years experience in the federal financial shared-service environment, Matt is the lead service manager working to drive the PSC to its goal of being the leader in shared services across the federal government.
Complete Integration of Procure-to-Pay through Finance/Systems Transformation and Change Management
The Program Support Center (PSC) is one of four Federal Shared Service Providers for financial services and has been the leading Federal Government provider of services such as grant payments and debt collection. However, it is only recently that the PSC has fully integrated the Procure-to-Pay process, a cornerstone to financial operations success. Join us as we examine the PSC's journey to not only automate the P2P process, but to transform and modernize their business processes in collaboration with clients.
Mary LoomasSr. Controller, Corporate FP&AIntel
Mary Loomas is a Sr. Controller at Intel working in the Corporate FP&A group. Loomas started at Intel in 1994 after working in the aerospace industry for 8 years in various finance and marketing roles. She has held management positions at Intel including Manufacturing Engineering Finance Manager, Corporate Marketing Controller, and as Director of Finance Systems. Loomas left Intel in 2004 to start her own company and returned to Intel in 2011 to lead their FP&A Transformation program. She has her undergraduate degree from UCSD and an MBA from Loyola Marymount.
Transforming FP&A to Enable Faster Decision Making
Intel finance has embarked on a multi-year program to transform its financial planning process to drive faster decision making and higher accountability within the business. The program includes re-engineering the budgeting and forecasting process, reducing cycle times of these processes, and implementing an enterprise wide financial planning capability. One of the key tenants of this program is the development of different forecasting methods for different parts of the business and different frequencies to update those forecasts depending on their volatility and potential impact on the bottom line.
Nataki WilliamsVice President, FinanceViacom
Nataki Williams is Vice President of Finance for International Consumer Products and Program Sales, VIMN, overseeing the central functions of financial recognition, forecasting, reporting, and internal analysis. Nataki joined VIMN in 2007 as a Finance Manager for Program Sales, and in 2008 was promoted to Finance Director of Consumer Products. In her current role, she
partners with executive management to identify risks, opportunities, concurrent solutions, and implementation of processes to optimize on-going operations. Nataki holds a B.S. degree in finance from Montclair State University and an Executive M.B.A. from Farleigh Dickinson University.
Jay SpenceVP, Product & Industry SolutionsAxiom EPM
Jay is responsible for the evolution and development of Axiom EPM's enterprise performance management solutions. He has over 20 years of practical industry experience, using performance management technologies to improve financial outcomes in financial planning, budgeting, service line cost and profitability measurement, and productivity monitoring. Prior to joining Axiom EPM, Jay served as the director of finance at The Queen's Medical Center, the senior practice manager for Eclipsys Corporation's Business Solutions Consulting Group and the senior director of healthcare solutions for SAP BusinessObjects.
Agile Planning Techniques: Initiative & Scenario Based ModelingPlanning has become an increasingly complex function. The process is no longer a simple budgeting and financial forecasting exercise. Instead, it has evolved into a more integrated financial and operational planning activity that touches the entire organization. The process of defining a multi-year financial forecast is now predicated on the modeling of individual business initiatives focused on cost reduction or revenue growth. This session will discuss proven methodologies vital to establishing more agile strategic planning models. You will learn techniques to incorporate financial and operational analytics to enable efficient ‘what-if’ modeling, scenario analysis and initiative-based modeling and tracking.
Providing Strategic Guidance vs Compiling it – Flip the 80/20 RuleYou're working harder and rising to the challenge, but are your systems helping or holding you accountable to gather the data from all of the disconnected parts? It’s no exaggeration to say that CFOs spend a large percentage of time compiling data. Hear from CFO Everett Truitt on how Worldwide Clinical Trials have flipped the 80/20 rule and are now able to easily anticipate and connect the data.
Everett Truitt Chief Financial OfficerWorldwide Clinical Trials
Mr. Truitt has 20 years of accounting and finance experience, including 10 years with high-growth, venture-capital-backed healthcare service and technology companies. Mr. Truitt was previously the chief financial officer for GTESS Corporation, a privately-held technology service provider, for U.S. Renal Care, a privately-held provider of outpatient dialysis services, and for Pathology Partners, a privately-held anatomic pathology laboratory. Before that, Mr. Truitt held senior leadership positions with two large clinical laboratories and also worked for Ernst &
Modernize Finance & Escape from Excel HellAre you stuck in Excel hell just trying to collect the budget or forecast numbers? Are your review meetings with managers more about finger pointing than taking ownership of the numbers and results? Is there just no time to focus on the analysis that produces insights that matter? Many organizations are turning to the Cloud as a way to automate and accelerate key financial processes without the cost, complexity, and long deployments typical of legacy on-premises budgeting applications. Hear how your peer organizations are streamlining the budgeting process and escape Excel hell.
Pamela Theriault & Rick OdomSr. Sales Consultant at Host Analytics & Sr. Manager at Welch Allyn
Host Analytics & Welch Allyn
Pamela Theriault is a Senior Solutions Consultant with over 20 years of diverse financial, accounting, business planning, sales, and financial systems experience. Pamela is responsible for delivering presentations of Host Analytics Enterprise Performance Management (EPM) applications by working with customers to understand their unique needs and then demonstrating how their existing and/or desired solutions could be successfully manifested in Host Analytics. Ms. Theriault is a seasoned professional who has held accounting and finance positions within various companies. In 2000, Pamela began her EPM career at Hyperion (acquired by Oracle in 2007) working as a Product Consultant and a Solutions Consultant.
Rick has been with Welch Allyn, a diagnostic medical device manufacturer, for over 27 years, holding various roles in the finance organization. Currently he’s a senior manager in the FP&A group where he’s responsible for coordinating the consolidation of quarterly global revenue and expense forecasts. Recently, he wrapped up a project to implement cloud based forecasting software from Host Analytics. Rick also manages the annual budget process at Welch Allyn, as well as serving as the finance lead for the administrative cost centers. Rick lives and works just outside of Syracuse, NY.
Rich WagnerChief Executive OfficerPrevedere
Rich Wagner is the founder and CEO of Prevedere, Inc. a leading SaaS based Predictive Analytics Software provider. As a former Executive in Information Technology and as a Director of Corporate Reporting in a large manufacturing company his responsibilities included installing ERP Systems, Data Warehouse Solutions and Business Intelligence Platforms in Fortune 500 Global Companies. His most recent corporate role included developing and implementing corporate strategies for Executive Portals and Business Intelligence Dashboards for Finance and key decision makers across the enterprise. Rich’s education includes a Bachelor of Arts degree from The Ohio State University and a Master’s in Business Administration and Information systems.
Finance Transformation: A Case Study
We will demonstrate the success companies are experiencing by leveraging data outside their 4 walls with today’s technology. The office of the CFO can not only reduce cost, time and effort of legacy processes but truly enable the organization to outperform peers and identify major growth opportunities in ways that were not possible without Big Data and Predictive Analytics. We will discuss how several cross industry companies improved forecast accuracy, reduced cost and displaced legacy time consuming and unnecessary processes with a more streamlined and market focused approached.
Building a Budget You Can Deliver!
Every organization wants to hit their numbers every year. At Saputo Dairy Foods USA, we have found that there are 4 keys to developing a budget that can be met consistently year after year:
- Working with Leadership/Ownership to set a target that stretches the organization yet is attainable
David Rothstein Senior Director, FP&ASaputo Dairy Foods USA
Mohit BhatiaDirector, Finance & Global ControllerTrimble Navigation
Mohit Bhatia is Director Finance and Global Controller with Trimble Navigation in Denver, CO. As a member of the Corporate FP&A, Business Strategy and R&D teams he provides leadership for strategic growth objectives and reviews organic and inorganic opportunities for the business. Before that he was Director Corporate Finance & Strategy with Brady Corp. He played a major role in segmentation and alignment of Brady product and portfolios across the world to provide visibility to niche markets that Brady can grow in. Before joining Brady, Mohit spent more 10 years with General Electric Company in Commercial Finance Services, Real Estate, GE Corporate as well as GE Healthcare in various capacities across multiple geographies.Mohit started his career in public accounting with Deloitte & Touché in India. He is a Chartered Accountant from India and an MBA from Kelley Business School, Indiana University, Bloomington.
FP&A Role in Market SegmentationFragmenting customers and identifying which market niches are creating opportunities for competitors to pursue specific niches can provide additional growth that may not have been apparent in the past.This requires the companies to get better at identifying and delivering value to customers in the most attractive segments. Companies often detail their segments but fail to provide services or products to differentiate themselves from competitors. Importantly internal organizational hindrances in systems, structures and processes can fail to respond to these opportunities.FP&A can play a vital part in gaining insight and analysis to formulate effective marketplace strategies without relying on state of the art CRM technologies and systems
- Involving all of the functions, and building ownership into KPI’s, functional objectives and the consolidated budget target
- Developing a management system that cascades the budget target down into KPI’s that are regularly measured, reported against, and acted upon.
- Regular re-forecasts of the business to make mid-year corrections to assure delivery of the budget targets.
The Information
Silver Pass
$1595Access to all FP&A sessions &
networking events
$1395Early Bird Price(before July 5)
Diamond PassIncluding Finance Transformation
$2095Access to all sessions, networking events, annual subscription to IE.
membership & FP&A Awards
$1895Early Bird Price(before July 5)
Gold Pass
$1895Access to all FP&A sessions, networking
events & annual subscription to IE. membership
$1695Early Bird Price(before July 5)
Registration Pricing
FP&A Innovation SummitDate: September 10 & 11, 2013Location: Boston, MAVenue: Seaport Boston
For 1 day passes, larger groups or special requests contact Zain Yasin by calling +1 415 992 5352 or email [email protected]* Team discounts are applicable at the point of registration only.
Ways to Register
+1 415 992 5352 +1 323 446 7673 http://www.finance.theiegroup.com/fpa-boston/registration
Group Discount Offers3 Silver Passes: $3300 ($1100 per attendee)5 Silver Passes: $4750 ($950 per attendee)3 Gold Passes: $4200 ($1400 per attendee)5 Gold Passes: $6250 ($1250 per attendee)3 Diamond Passes: $4800 ($1600 per attendee)5 Diamond Passes: $7250 ($1450 per attendee)
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7 Schedule
Networking Drinks 17.40 - 19.00
September 11
Session One 08.30 - 10.30
Coffee Break 10.30 - 11.00
Session Two 11.00 - 12.20
Lunch 12.20 - 13.30
Session Three 13.30 - 15.10
Coffee Break 15.10 - 15.40
Session Four 15.30 - 17.40
Day Two
September 10Day One 08.30
10.30
11.00
12.20
13.30
15.10
15.40
17.40
19.00
08.30
10.30
11.00
12.30
13.30
15.00
Session Five 08.30 - 10.00
Coffee Break 10.30 - 11.00
Session Six 11.00 - 12.30
Lunch 12.30 - 13.30
Session Seven 13.30 - 15.00
Departure Coffee 15.00 - 15.30
Session Eight 15.30 - 17.00
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15.30
Sponsors
For sponsorship information contact Giles at [email protected] TI L
Global Gold Sponsor Global Gold Sponsor Gold Sponsor
Silver Sponsor Roundtable Sponsor
Exhibitor Exhibitor Associate Sponsor
Coffee Break Sponsor
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2. Pass Types...Early Bird Pass Options until July 5, 2013
Early Bird Silver: $1395 Attendees ____ Early Bird Gold: $1695 Attendees ____ Early Bird Diamond: $1895 Attendees ____
Regular Pass Options after July 5, 2013 Silver Pass: $1595 Attendees ____ Gold Pass: $1895 Attendees ____ Diamond Pass: $2095 Attendees ____
Group Discount Pass Options 3 Silver Passes $3300 ($1100 per attendee) 5 Silver Passes $4750 ($950 per attendee) 3 Gold Passes $4200 ($1400 per attendee) 5 Gold Passes $6250 ($1250 per attendee) 3 Diamond Passes $4800 ($1600 per attendee) 5 Diamond Passes $7250 ($1450 per attendee)
For larger groups or special requests contact Zain Yasin by calling +1 415 992 5352 or email [email protected] passes only available when all participants register together.
Pass Descriptions:Silver Pass: Access to all sessions & networking eventsGold Pass: Access to all sessions, networking events & annual subscription to IE. membershipDiamond Pass: Access to all sessions, networking events, annual subscription to IE. membership & FP&A Awards
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Prices are exclusive of VAT. Places are transferable without any charge to another Summit occurring within 12 months of the original purchase. Team discounts are applicable at the point of registration only. Any cancellations within a group registration will in turn incur an increase in registration fee for the remaining group participants. Cancellations before August 9 2013 incur an administrative charge of 50%. If you cancel your registration after August 9 2013 you will be charged the full fee. You must notify The Innovation Enterprise in writing of a cancellation, or you will be charged the full fee. The Innovation Enterprise reserve the right to make changes to the program without notice. NB: FULL PAYMENT MUST BE RECEIVED BEFORE THE EVENT.
Registration FormFP&A Innovation SummitSeptember 10 & 11, 2013 | Boston, MAFor registration or more information on the program, please call Emma on +1 (415) 692 5413, or fax this registration form to +1 (323) 446 7673
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AprilFP&A for High TechSummitApril 16 & 17San Francisco
Financial Forecasting & Planning InnovationSummitApril 18 & 19Hong Kong
Financial Forecasting & Planning Innovation Summit April 25 & 26London
FebruaryFinancial Forecasting & Planning InnovationSummitFebruary 20 & 21San Diego
OctoberFinancial Forecasting & Planning InnovationSummitOctober 24 & 25Shanghai
Financial Forecasting & Planning Innovation SummitOctober 24 & 25Frankfurt
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