Francis X. Graham

Lead all financial planning & analysis for Global Development group $400M+ revenue per fiscal year including $50M+ indirect costs/overhead. Development Contractor global group with 3 hubs in UK, AUS, and USA.

• Corporate forecasting: Managed/implemented forecast process for USGI portfolio ($300M+) while implementing same strategies/processes for AUS and UK. New strategies, processes, and training resulted in forecast accuracy moving from ~10% monthly to ~5% monthly for revenue and from ~10% to ~3% for indirect and overhead costs.
• Strategic initiatives: Lead five-year implementation and strategy. Built out “plug & play” models for senior leadership to demonstrate how they would achieve specific revenue and profit targets. Models contained both bottom-up (specific pipeline opportunities) and top-down scenarios to back up with data.
• Business process improvement: Installed several new processes for forecast accuracy and variance information. Created risk and opportunity process that provided scenario-based forecasting. Updated EAC model to be focused on fee which resulted in 30% clean up and accuracy. Provided training for project directors through VPs on financial health which lead to increased accuracy and better understanding of revenue and projects.
• Cost Efficiencies initiatives: Built out models for leadership combining historical data with scenarios based on agreement types to establish appropriate budget thresholds. Results identified excess spending on consultants which helped identify the need for internal push in specific technical areas. Estimated 10% cost savings.
• Business and project management: Created (for the first time) portfolios at the organization for matrix-based structure. This required dividing sales, indirect costs, and direct projects into 3 new portfolios from scratch, all leading to new PnLs. Additionally, trained VPs and senior leadership on portfolio impact and financial health stemming from the new portfolios.
• Team Management: Managed team of 5 financial specialists (ranging from entry level to senior manager) globally.

Lead all financial planning & analysis for USG projects for $300M revenue and $20M including indirect costs/overhead. Was quickly promoted within the first five months to lead global group and staff.

Lead all financial management for Security Enterprise Solutions $500M+ revenue per fiscal year including $80M+ indirect costs/overhead. Commercially focused operation that sells travel security products globally (~25 different products in 3 different divisions).

• Corporate forecasting: Constructed forecast for entire business in a matrix that reports regionally (Americas, APAC, and EMEA) as well as three commercial divisions. Provided analysis to group CFO and senior VP while learning newly implemented ERP for financial management systems.
• Business process improvement: Built income statement that provided regional and divisional views considering 300+ projects and 200+ cost centers. Streamlined forecast process by building templates to provide project by project analysis that tie to Leidos financial systems.
• Team Management: Managed team of two financial managers. Built out team from scratch and identified key needs to business in anticipation of growth.
• Business and project management: Works with cross functional teams (business developments, contracts and compliance, HR, project teams) to assure accurate forecasting. Established training for project financial accounting teams for projects to better understand EACs and ETCs and improve overall forecasting accuracy.
• Strategic initiatives: Key role in identifying and implementing cost efficiencies. Cleaned up the entire SES roster (~1400 people) to appropriate cost centers for better transparency. Analysis used to make overhead cuts in addition to tracking new hires for margin improvement strategy.

Lead all financial management for Americas Business Unit consisting of $300M+ revenue per fiscal year and $30M+ indirect costs/overhead. Specialize in result-driven business process improvement and ERP system implementation. ERP provided experience in testing several forecasting systems (Deltek, TM1, Oracle) and required advanced analysis thru Cognos and Excel. Portfolio includes four practice areas with projects in over 100 countries. Manage a team of 7-10, with positions ranging from Analyst to Manager.

• Corporate forecasting: Construct forecast for entire business unit for direct and indirect projects. Provide monthly analysis on revenue, profit, and indirect costs on board reports to CFO. Lead company-wide forecasting training and execution that resulted in 5% variance for overall revenue, profit, and indirect costs. Created template used globally to consolidate analysis and comments for board.
• Business process improvement: Implemented forecast variance report on top of current financial system that provided detailed analysis 2-3 days faster than global systems. Through SharePoint, created variance workflow/process that notifies project directors monthly for consolidated notes. Provided annual trainings that resulted in 5-10% more accurate project forecasts. Created quarterly financial health scorecard used to consolidate project information for senior leadership to proactively anticipate issues on direct projects. All initiatives had detailed change management processes that were instituted globally.
• Strategic initiatives: Lead financial management team responsible for analyzing 20% revenue growth YoY. Make strategic decisions on indirect analysis and monthly spending to ensure company meets business partnership contribution and project income targets while staying competitive for bids and proposals.
• Business and project management: Key member of senior project management team, meeting weekly to improve efficiency of all headquarters support functions (finance, operations, contracts & compliance, human resources). Design, implement, and maintain the template and process used to upload all field costs used across ten business units globally. Manage monthly close for Americas while working closely with four global financial teams to ensure monthly financial close occurs efficiently and timely for global organization.
• Team management: Lead pricing team of two, financial management team of five, and billing team of three while conducting project, practice area, corporate, and global analyses. Train and motivate team with at least one team member promotion annually. Help cut financial management and pricing indirect costs by over 10% by placing increased visibility on billable work.
• Pricing: Managed team that submitted over $1B in proposals for multiple clients globally (government and commercial). Updated processes and templates followed by change management plan to increase efficiency of bids and proposals submitted.