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.
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.
Helped identify actionable opportunities (e.g. cost reductions, implanting high acuity service lines) to optimize profitability and maximize physician distributions.
Evaluated financial impact of special transactions (re-syndications, new service lines, and M&A transactions) and proposed recommendations to enhance executive decision-making.
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.
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).
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.