Tony Garges

• Accountable for all aspects of non-profit organization’s financial, accouting, administrative, and HR activities including FP&A, financial reporting, audit, tax reporting, treasury, financial controls, business insurance, enterprise risk management, payroll, benefits, procurement, contracting, insurance, organizational IT, cyber security, office management, total rewards, talent management, and employee engagement
• Strategic partner to the CEO, Leadership Team, the Board of Directors, Finance Committee of the Board, and other subcommittees advising on financial strategy and sustainability
• In partnership with the CEO, leads overall Board engagement strategy including on financial matters and board governance
• Leads the long-range enterprise planning and budgeting activities ensuring the financial strategy is connected to the organizational objectives and operational reality and capacity
• Oversees organizational risk management in partnering with legal counsel and responsible for audit, financial compliance, and internal controls
• Leader and mentor of finance and administrative team and collaborative partner for all departments

Progression from Manager to Executive Director with increasing responsibilities within and outside of finance and accounting functions, including IT, office management, and HR

• Joined the organization in start-up stage as the sole finance professional and created, evolved, and maintained all financial and accounting processes adapting over time with organizational growth
• Built, developed, and mentored the finance and administrative team and created partnerships with vendors
• Developed and executed strategy to shift organizational staffing approach from outsourced resources to employees to retain human intellectual capital and financial sustainability
• Go-to leader for special projects: implementation of a complex, fast-paced technology project; implementation of global privacy law changes; creation of a subsidiary; and facilitation of a board effectiveness review

• Led rebuilding FP&A methodologies to create streamlined processes and more accurate financial planning models for revenue and expense for 50 profit centers across $200M business

• Led portion of a ERP implementation for 2,000-employee organization. Financial diligence lead for mergers and acquisitions analysis and led overall financial integration for acquired company.

• Rotational leadership program across different disciples of finance and accounting