A highly accomplished and versatile finance professional, Jim worked on finance teams of top investment banks (Citigroup, Merrill Lynch), optimized returns of a $12 billion AUM hedge fund (Point 72), lead 12 surgery centers as CFO and executed over $25 million in M&A transactions in 2019. He joined Toptal to help advise clients on complex M&A, corporate finance, and VC transactions.
Built and oversaw companywide financial planning, accounting, treasury, payroll, and IT departments.
Managed all finance activities from business planning, AR/AP, budgeting/forecasting, monthly close to working capital, cash flow, banking activities, and business risks ($1.3M in annual revenue).
Owned monthly and quarterly financial reporting to Board members and Executive team.
Served as key member of executive leadership team providing strategic and operational recommendations on major growth initiatives.
Established SOPs for accounting, reporting, capex, credit card use, BYOD, and HIPAA compliant data containment.
Consolidated financial reporting into QuickBooks, created chart of accounts, and developed internal governance structure and processes for reporting.
Raised $1M from PE firm and launched new Medicaid SUD program for lower income patients ($10M in revenue by year 3).
Increased financial visibility and improved operational insights through implementation of Zoho Analytics (BI software).
Renegotiated multiple vendor contracts realizing $350K in savings over the next 2 years.
Focus areas: CFO, FPA, Financial Planning & Analysis (FP&A), Treasury, Cash Flow, Capital Raising, Reporting, BI Reporting, Monthly Close Process, Accounting, GAAP, Chart of Accounts, Business Models
Head of FP&A
2021 - 2022
United Urology Group
Ownership over companywide financial planning and corporate accounting functions (multi-state, $1B annual revenue).
Managed the strategic direction of the finance team (3 employees) and rebuilt trust across all channels of the organization to become key thought partner in all operational decisions.
Standardized monthly financial reporting to executive and PE firm, while accelerating close from 20 business days to 14.
Implemented internal audit procedures which identified $250K in cost savings opportunities.
Restructured FP&A, treasury, and accounting, improving financial reporting accuracy and cash flow management.
Developed SOPs for budgeting, financial reporting, capex, and cost management.
Optimized reporting and forecasting accuracy by implementing Power BI platform across all locations resulting in automated finance and accounting processes and real-time reporting functionality.
Aided in closing merger with second largest ASC management company in the country.
Focus areas: Reporting, BI Reporting, Budgeting, Forecasting, Cash Management, Cash Flow, 13-week Cash Flow, Projected Cash Flow, Mergers & Acquisitions (M&A), Financial Planning & Analysis (FP&A), Strategy, Accounting, US GAAP, Business Models, Chart of Accounts
2020 - 2021
Implemented new ERP and Solver BI360 to integrate financials of all 22 acquisitions made since 2018.
Realized $35M in saves within first 3 months from identifying redundancies.
Successfully pitched a $26M capital infusion from PE firm to help OSG achieve Fintech transformation within the next 3 years.
Directed and managed monthly close, financial reporting, forecasting, and budgeting process firmwide ($700M annual revenue).
Spearheaded financial strategic efforts to transform company from billing services to Online Payment/Fintech.
Focus areas: Budgeting, Close Procedures, Monthly Close Process, Forecasting, Integration, Post-merger Integration, Oracle ERP, Business Models, SaaS, Chart of Accounts
2016 - 2020
Surgical Care Affiliates
Completed $38 million in transactions: three acquisitions, one merger, and one De Novo contributing $46 million in additional revenue within the first full year of operations.
Assisted in all stages of the investment process from source to close, including market assessment, data collection, due diligence, valuation analysis, and internal/external deal presentation.
Led and facilitated negotiations of transaction terms and legal documentation.
Performed feasibility analysis for new construction (De Novo) of surgical centers from ground up.
Developed and maintained relationships with potential new targets.
Worked closely with operations and the sales team to define the value proposition in untapped markets.
Acted as interim CFO for 12 Outpatient Ambulatory Surgery Centers (ASC) in the Northeast and Mid-Atlantic regions generating a $9 million profit.
Responsible for developing and gaining buy-in from C-suite executives on budgets, forecasts, and long-term strategic plans for each region.
Presented monthly overviews to board members and senior executives (COO and CFO) detailing budget vs actual P&L performance, outlook for remainder of the year, and key KPI metric trends.
Evaluated financial impact of special transactions (re-syndications, new service lines, and M&A transactions) and proposed recommendations to enhance executive decision-making.
Focus areas: Financial Ratios, Financial Modeling, Legal Documentation, Financial Data Analytics, Valuation, Market Opportunity Analysis, Term Sheet Negotiations, Negotiation, CFO, Divestitures, Mergers & Acquisitions (M&A), Business Models
VP - Financial Analysis
2014 - 2016
Geller & Co.
Developed pricing models to validate the financial feasibility of new products and submitted go/no go recommendation; resulted in two new products generating $500,000 in sales within the first three months.
Established a robust revenue model and improved pipeline reporting; resulted in improved revenue forecast accuracy and refined sales targets.
Led departmental price increase initiative; worked closely with business COOs and sales reps to endorse price increase and communicated projected revenue impact to senior management.
Assessed operational and business strategies of the client to increase financial performance.
Provided senior management and business heads (COO and head of sales) with monthly budget vs. actual P&L analysis, forecasting, CAPEX analysis, KPI metrics, client analytics, headcount, quarterly business overviews, and a five-year strategic plan.
Focus areas: Financial Modeling, Financial Advisory, Financial Data Analytics, Budgeting, Market Research & Analysis, Sales & Marketing, Pricing Strategy, Price Analysis, CFO, Advisory, Business Models, SaaS, Chart of Accounts
VP - Financial Analysis and Capital Planning
2011 - 2014
Developed complex financial models to project multi-year returns by strategy and short-term/long-term liquidity scenarios assisting the CEO, CFO, and senior management in decision-making related to investments (fund level and private) worth over $500 million and capital structure.
Liaised with multiple departments (Tax, Accounting, Strategy, IT) to facilitate consensus on key decisions such as tax planning and alternative investments.
Worked closely with the valuation team to ensure accurate pricing of held for trading securities and derivative hedges for reporting and cash flow (margin calls) purposes.
Produced CEO’s personal financials (balance sheet, income statement, and cash flows) as a GP and LP.
Responsible as the finance manager for all real estate and technology-related projects of the firm (over $900 million spread over 50 projects).
Focus areas: Project Management, Valuation Analysis, Asset Valuation, Financial Modeling, Financial Management, Personal Finance Management, Financial Planning & Analysis (FP&A), Estate Planning, Business Models, Chart of Accounts
VP - Financial Analysis
2007 - 2009
Developed a new P&L structure in partnership with the Bank of America Merger team.
Collaborated with 21 business unit CFOs to reduce operational costs; resulted in over $1 billion savings.
Led budget process ($14 billion in net revenues); negotiated and gained buy-in from business unit CFOs of revised P&L and presented final consolidated product to Global Wealth Management CFO and COO.
Managed and trained a team of two analysts; assigned tasks and motivated them to meet strict deadlines.
Implemented VBA programming: resulted in 25% improved efficiency.