JSRoberts Consulting, LLC

CFO Services and Financial Consulting on a Project, Part-time or Interim Basis

Strategy Articulation /RFP/Business Case Development

For an $800,000,000 private equity fund, developed a three-year migration strategy and business case to implement an IPO-ready tax infrastructure (systems, people, external providers) to support 400-plus annual domestic and international tax filings for 100 international entities operating in 20 foreign tax jurisdictions and four U.S. states. 

 

Large-Scale Transformation Leadership

Identified requirements, developed business cases, secured funding and oversaw delivery of several large-scale, multimillion-dollar transformation projects, including:

  • An Intercompany Settlement system, to automate highly complex Intercompany transactions between several hundred International Entities (revenue/receivable/expense/payable/foreign exchange gain-loss).
  • A Risk Management Organization Redesign, leveraging best practices, document imaging and flow redesign of a major company's $380M Average Reserve Balance for Workers' Compensation and General Liability Claims.
  • A standard, best practice-based Forecasting and Budgeting tool across 1000 managed luxury, full service and limited service hotels (domestic and International), integrating revenue management and actuals into a fully automated and driver-based planning tool.
   

Process Reengineering

While CFO for a newly acquired subsidiary expected to grow significantly over the next several years, held responsibility for leading 18-month transformation project to establish infrastructure necessary for growth, leveraging off established brand, systems and processes available throughout other company strategic business units. 

  • Developed leveled composite of Key Performance Indicators (KPIs), covering financial, operational, customer service and human capital measures at summary and diagnostic levels.
  •  Streamlined and rationalized non-standard pricing and usage of 2,500 combinations of incremental services.  Reduced 2,500 to 25 standard categories.  Standardized pricing and mark-ups in incremental services.
  • Addressed significant billing, customer service and Days? Sales Outstanding (DSO) issues through significant process redesign and negotiation with key customers.  Reduced DSO on $30,000,000 of receivables by over 30 days.
  • Redesigned call flow and organization of specialized desk handling inbound and outbound reservation calls. Reduced call abandonment 29 points.  Increased leads handled by 51%.  Improved speed of answer 82%.

  

Process Reengineering/Org Design

While VP Reservations for a Major Airline (Nine Call Centers; 300 Management Staff; $180M Budget): 

  • Consolidated two call centers into existing capacity, reducing expenses over $3,000,000 annually. 
  • Reorganized field staff, eliminating 23% of overhead. Increased unit revenue production 9% through process redesign and systems enhancements. 
  •  Improved general sales service level (calls answered within 20 seconds) 26 points through mainstreaming functions, process redesign, improved attendance controls and better-defined performance metrics and follow-up. 
  • Delivered significantly improved results $9,000,000 under budget.