Elaine Schaefer

$5B revenue, global payment technology and software company. PE backed (GTCR). Divested by FIS (2024) and acquired by Global payments in Jan 2026

• Lead FP&A with a team of 10 for global technology and enterprise operations, for ~2,500 employees, overseeing $800M+ budget to drive financial strategy, governance, and operational excellence
• Partner with CIO and senior leadership on enterprise planning, investment strategy, and multi-year financial planning across IT, operations, and transformation
• Manage $270M+ IT spend, $160M+ Purchased Assets, and $380M+ Non-GAAP One-Time expense
• Implemented enterprise non-GAAP policy with Oracle-based business-case tracking for $380M+ in initiative spend
• Designed capital allocation strategy aligning technology capacity with business and product priorities
• Strengthened portfolio governance and contract oversight, ensuring timely support for 800+ contract renewals annually
• Implemented tighter financial discipline and reporting, enhancing leadership visibility into financial performance
• Delivered $20M in annual savings through workforce optimization and reporting modernization

$5B revenue, global payment technology and software company. PE backed (GTCR). Divested by FIS (2024) and acquired by Global payments in Jan 2026

• Directed financial planning and analysis for global technology, leading a team of 12 in managing a $700 million budget across banking, capital markets, and merchant functions.
• Launched capital planning process aligning approximately $1 billion spending with organizational strategic objectives for merchants.
• Delivered $90 million in cost improvements via staffing adjustments and contract negotiations.
• Spearheaded integration of acquisitions into existing processes, improving corporate culture and operational synergy.

Global financial technology and payments company providing, core banking, payment processing, and capital markets software. with ~$10.7B in annual revenue

• Led FP&A team of 15 managing $600M annual spend across global technology functions, driving financial planning and analysis for Infrastructure, Engineering, Security, and Technology Operations
• Supported COO and CFO organizations in identifying, quantifying, and analyzing synergies for $10B acquisition, facilitating strategic decision-making
• Executed $50M cost transformation initiatives by analyzing staffing redundancy, renegotiating contracts, optimizing staffing, transitioning to lower cost solutions, and integrating business functions

Global fintech ($12B Revenue), providing merchant acquiring/processing and issuing services. Acquired in 2007 by Kohlberg Kravis Roberts (KKR) for $29B, IPO’d in 2015, and merged with Fiserv in 2019.

• Managed Merchant Operations project portfolio and annual budget planning
• Streamlined demand management, reporting, and governance processes
• Oversaw compliance, audit readiness, and operational controls

Global fintech ($12B Revenue), providing merchant acquiring/processing and issuing services. Acquired in 2007 by Kohlberg

Kravis Roberts (KKR) for $29B, IPO’d in 2015, and merged with Fiserv in 2019.

• Identified revenue opportunities within the Wells Fargo Merchant Services portfolio
• Developed pricing strategies and implemented revenue-enhancing initiatives
• Improved accuracy of pricing, profitability, and expense reporting
• Strengthened analytics capabilities through improved reporting tools and data integrity controls

• Built KPI standards and operational performance reporting for the CTO organization
• Established a Business Intelligence framework consolidating analytics across systems
• Delivered dashboards improving transparency and decision-making

• Oversaw FP&A reporting and analytics programs to deliver precise financial insights and compliance.
• Directed IT finance functions, optimizing budgeting, forecasting, and capital planning methodologies.
• Supported IT transformation through global platform consolidation and strategic labor sourcing, improving alignment with business objectives.
• Developed robust financial models that aligned with resource planning frameworks and operational metrics.
• Enhanced finance governance processes, clarifying decision-making and ensuring compliance with regulations.
• Led enterprise site strategy development to better allocate resources across various locations.
• Implemented streamlined processes for finance operations, leveraging analytics to drive continuous improvement.