Vp Gleitende Durchschnittspreis Varianz

Risikomanagement und Beyond Budgeting von Matthew Leitch, 6. März 2003 Einleitung: ein Gefühl des Schutzes Führungskräfte wollen ein Gefühl der Sicherheit vor den Gefahren einer unsicheren Zukunft. Investoren wollen das Gefühl, dass Direktoren von Unternehmen investieren sie wissen, was los ist und was passieren wird. Sie wollen das Gefühl haben, dass das Management die Kontrolle hat. Haushaltskontrolle und ähnliche Systeme der Zielsetzung und Belohnungen haben versucht, das Gefühl der Komfort bieten. Doch wenn die Haushaltskontrolle tatsächlich die Kontrolle in der heutigen schnelllebigen, komplexen und turbulenten Welt dann Unternehmen, deren Haushaltskontrolle Systeme wurden rigoros betrieben würde nicht böse Überraschungen, aber sie tun. Am 3. Dezember 2002 berichtete der Daily Telegraph über eine Peinlichkeit für BP, eines der weltweit mächtigsten und angesehensten Unternehmen. Früher in diesem Jahr hatte BP gezwungen, seine Wachstumsziele auf mehr als eine Gelegenheit zu schneiden. Der Bericht berichtet, dass Lord Browne hatte gesagt, er persönlich gedemütigt fühlen, wenn das Unternehmen seine Wachstumsziele von 5,5pc für das Jahr bis 3pc zurück skaliert. Diese Demütigung war nicht nur, weil die Ziele gefallen waren. Laut einem Sprecher war er verblüfft, dass wir zu Beginn des Herabstufungsprozesses keine klare Vorstellung hatten. BP hatte sich verpflichtet, völlig zu untersuchen, warum die Direktoren nicht über ausreichende Informationen über die Betriebstätigkeiten des Unternehmens bereits in dem Jahr verfügten, als die Abfolge der Produktionsziel-Herabstufungen den Aktienkurs zu einem Vier-Jahres-Tiefstand zwang. Lord Browne sagte, dass mittlere Führungskräfte gebeten wurden, für einen Moment (nicht buchstäblich, wie später erklärt wurde) beiseite zu gehen, während das Unternehmen versuchte zu beurteilen, was los war, an der Basis. Die Ergebnisse dieser Überprüfung wurden zusammen mit den Gruppen-Ganzjahresergebnissen im Februar 2003 erwartet, aber in Wirklichkeit wurde keine Erklärung gegeben. Stattdessen erklärte Lord Browne, dass BP schätzungsweise Bereiche in der Zukunft angeben würde und die Ankündigung von Single-Point-Targets. Kann die Umsetzung der Strategie verzerren. BP ist ein viel bewundertes Unternehmen und im Allgemeinen gut geführt. Sie betreibt eine konventionelle Haushaltsführung rigoros und theoretisch sollten solche Überraschungen nicht passieren. Außenseiter können nur spekulieren, was wirklich passiert ist. Allerdings ist es wahrscheinlich, dass sie ihre Zukunft aufgrund ihres Haushaltskontrollsystems aus den Augen verloren haben und nicht trotzdem. Dieses Papier diskutiert den wahren Beitrag der Haushaltskontrolle und die potenzielle Rolle eines reformierten Stil des Risikomanagements im Beyond Budgeting-Modell. Das "Beyond Budgeting" - Modell ist eine vollständige Alternative zur Haushaltskontrolle und deren ähnlichem, dessen überlegene Wirksamkeit in der Praxis bewiesen wurde. Es wurde aus umfangreichen Fallstudien von Jeremy Hope, Robin Fraser und Dr. Peter Bunce von der Beyond Budgeting Round Table (gesponsert in den letzten 5 Jahren von rund 60 führenden Unternehmen) entwickelt. Definitionen Aber zuerst einige Definitionen, um Begriffe zu erklären und führen die wichtigsten Konzepte, die alternative Ansätze zur Management-Steuerung zu unterscheiden. Haushaltskontrolle In diesem Papier bezieht sich die Haushaltskontrolle auf einen Managementansatz, der die Festlegung bestimmter Ziele, die regelmäßige Messung der Abweichungen zwischen den ursprünglichen Zielen und den tatsächlichen Ergebnissen sowie die Motivation der Menschen zur Verringerung dieser Abweichungen beinhaltet. Diese Art der Kontrolle in der Regel verwendet Budgets, aber in diesen Tagen die Ziele könnte eine Mischung aus finanziellen und nicht-finanziellen Ziele sein. Die Unternehmen werden als von einer Reihe von Regelkreisen, jeder wie der Thermostat einer Zentralheizung gesteuert gesteuert. In der Steuerungstheorie werden diese als negative Rückkopplungsschleifen bezeichnet. Eine positive Rückkopplungsschleife ist diejenige, bei der die Rückkopplung die Varianz erhöht. Die Haushaltskontrolle versucht, mit zukünftigen Unwägbarkeiten umzugehen, indem sie reagiert, wenn sie die Abweichung negativ beeinflusst Das Unerwartete wird durch Abweichungen deutlich. Das System versucht immer wieder zu dem ursprünglichen gewünschten Ergebnis zurückzukehren. Diese Art der Kontrolle hat fast alle großen Unternehmen in der entwickelten Welt eingedrungen und überlaufen viele potenziell interessante Entwicklungen im Management-Denken. Zum Beispiel war die Balanced Scorecard zunächst eine interessante Erweiterung der Management-Informationen, aber schon bald wurde die Thermostat-Philosophie hinzugefügt, um ein umfassenderes Managementsystem zu schaffen. In vielen Management-Lehrbüchern werden die Management - und Management-Steuerung in Bezug auf die Festlegung von Zielen und Überwachung und Abwicklung von Abweichungen definiert. Sein fast, als ob es keine Alternativen gibt. Tatsächlich gibt es Alternativen. Die Haushaltskontrolle ist eine Erfindung des 20. Jahrhunderts, die mit der Kybernetik und der Kontrolltheorie verbunden ist. Sein Wachstum ist wahrscheinlich das Ergebnis der Faszination mit kybernetischen Ideen zu einer Zeit, als die Unternehmen zu erstaunlichen Größen wachsen. Risikomanagement Das Risikomanagement ist eine Maßnahme, in der Menschen potenzielle zukünftige Ergeb - nisse antizipieren und proaktiv handeln, mit Ausnahme einiger Benchmark-Ergebnisse. Das Benchmark-Ergebnis ist in der Regel das geplante Ergebnis oder wahrscheinlichste Ergebnis. (Die geplanten und wahrscheinlichsten Ergebnisse sind nicht die gleichen, obwohl sie oft als solche in der Haushaltskontrolle behandelt werden.) Zum Beispiel betrachten ein Darlehen an einen Kunden von einer Bank. Es besteht die Möglichkeit, dass der Kunde das Darlehen nicht zurückbezahlt. Dies nennt man das Ausfallrisiko. Dieses Risiko ist ein Nachteil Risiko, weil die üblichen Benchmark-Ergebnis ist, dass die wahrscheinlichste Sache geschehen wird, und dass der Kunde wird das gesamte Geld zurückzahlen. Ein anderes Beispiel illustriert die Idee des Aufwärtsrisikos und zeigt, was passiert, wenn es viele potenzielle Ergebnisse gibt. Stellen Sie sich ein Unternehmen führt eine Reihe von Anzeigen, um den Umsatz zu steigern. Es hat die wahrscheinlichste Menge prognostiziert, durch die der Umsatz dadurch steigen wird, aber das tatsächliche Niveau könnte mehr oder weniger als dieses sein. Es gibt eine Reihe von Aufwärtsrisiken, die verschiedene Zinsniveaus über der Benchmark repräsentieren und eine Reihe von Risiken, die verschiedene Zinsniveaus unter der Benchmark darstellen. Die Zukunft ist unsicher, aber eine Sache, die wir sehr sicher sein können, ist, dass das wahrscheinlichste Ergebnis einer Situation nicht das eigentliche Ergebnis sein wird. Seine fast sicher, dass das eigentliche Ergebnis wird etwas anderes sein. Dieses Wesen macht es Sinn, darüber nachzudenken und zu versuchen, zu verwalten, mehr als nur die wahrscheinlichste Ergebnis durch: Forschung und Überwachung von Informationsquellen für weitere Indikationen über die Zukunft machen Pläne, die mögliche alternative Ergebnisse, die Dinge im Voraus zu ändern, zu reflektieren Die Auswirkungen der alternativen Ergebnisse, sollten sie auftreten und Dinge tun, um die Wahrscheinlichkeit von alternativen Ergebnissen zu ändern. Die meisten Unternehmen haben einen formalen Risikomanagementprozess, um die Corporate-Governance-Vorschriften einzuhalten, aber auch Risiken außerhalb dieses formalen Prozesses, informell und formal innerhalb anderer Managementsysteme zu verwalten. Formales Risikomanagement erfolgt in der Regel in Workshops oder Meetings und beinhaltet in der Regel die Erstellung von Matrizen aus Unsicherheiten, Risiken und Handlungen. Typischerweise gibt es eine Form von Rating, um Prioritäten zu priorisieren und zu beurteilen, ob Maßnahmen ausreichend sind. Es ist üblich, mit einem Aktionsplan beginnen dann mit dem Risikomanagement, es zu ändern und Maßnahmen hinzufügen Maßnahmen hinzufügen. Das Risikomanagement befasst sich mit der zukünftigen Unsicherheit durch Antizipation und Maßnahmen im Voraus. Die Beyond Budgeting-Modell Das Beyond Budgeting-Modell ist eine spannende Initiative auf einer Reihe von Fallstudien von großen Organisationen, die mit der Haushaltskontrolle gestoppt basiert. Keine solche Organisation hat jemals die Kontrolle über sich selbst verloren. Stattdessen haben diese Organisationen sofort davon profitiert, Zeit auf Budgetargumente zu sparen und sie auf eine proaktive und häufig adaptive Planung zu verteilen. Die Bewertung und Vergütung basiert auf der Performance im Vergleich zu ähnlichen Organisationen oder Geschäftseinheiten und auf der Performance unter den tatsächlich getätigten Bedingungen und nicht auf absoluten Zielen, die zu Beginn eines Geschäftsjahres vereinbart wurden. Für mehr über das Beyond Budgeting-Modell besuchen Sie bbrt. org. Beyond Budgeting ist auch eines der Beispiele für Dynamic Management zitiert in meinem Papier Ein neuer Ansatz für Management Control: Dynamic Management. Warum Haushaltskontrolle blockiert Risikomanagement, aber Beyond Budgeting Risikomanagement hat in den letzten paar Jahrzehnten immer wichtiger geworden, vor allem in Finanzdienstleistungs-Organisationen. Ihr volles Potenzial wurde jedoch nicht erreicht. Die Haushaltskontrolle ist einer der Hauptgründe dafür. Die Haushaltskontrolle hat das Risikomanagement auf folgende Weise blockiert: Risikomanagement-Methoden wurden entwickelt, um die Haushaltskontrolle zu unterstützen, so dass fast alle Fokus ausschließlich auf schlechte Dinge, die passieren könnten, die Schaffung eines Management-Prozesses, die negativ und kann demotivieren. Dies wiederum hat begrenzte Risikomanagement-Appell. Die Haushaltskontrolle stimuliert die Menschen, die Unsicherheit zu unterdrücken. Sie sprechen nicht darüber, nicht darüber nachdenken, und so dont verwalten es so gut wie sie konnten. Das hindert Menschen daran, am Risikomanagement teilzunehmen. Beide Aktivitäten bieten ein Mittel, um mit einer unsicheren Zukunft umzugehen, aber die Haushaltskontrolle ist der eingesetzte Konkurrent trotz seiner Beschränkungen. Durch das Verständnis dieser Blöcke im Detail können wir anfangen zu sehen, wie Risikomanagement könnte und sollte innerhalb des Beyond Budgeting-Modells reformiert werden. Technische Probleme mit aktuellen Risikomanagementprozessen Die Risikomanagementprozesse in vielen Unternehmen sind mit technischen Mängeln behaftet, die ihre Glaubwürdigkeit und ihren Wert untergraben. (Für weitere Informationen lesen Sie meine Zeitung Die Krise in Management-Steuerung und Corporate Governance, die auch einen Fragebogen enthält, um die häufigsten Fehler zu suchen.) Allerdings ist der größte Fehler das Ergebnis der versuchen, Risikomanagement unterstützen Budgetkontrolle durch die Bereitstellung eines Mittels zu machen Der Erreichung der ursprünglichen geschäftlichen Ziele, egal was passiert. Die meisten Beschreibungen des Risikomanagements unterstreichen seine Rolle bei der Unterstützung von Organisationen, die ihre geschäftlichen Ziele erreichen, und das bedeutet natürlich ihre ursprünglichen Ziele. Da die Aktion, wenn die Ergebnisse besser als erwartet ist einfach zu erleichtern, ist der gesamte Fokus des Risikomanagements auf Ergebnisse schlechter als erwartet. Dies wiederum hat das Risikomanagement negativ und unpopulär gemacht. Ein Risikomanagement-Workshop ist in der Regel eine Sitzung, wo die Menschen sitzen um einen Konferenztisch und darüber reden, was schief gehen könnte und was theyre tun. Dies ist nicht etwas, was Menschen in der Regel gerne tun oder tun ohne besondere Erlaubnis. Wenn Ihr Chef einen Plan vorschlägt und Sie antworten mit einer Liste von Dingen, die schief gehen könnte, könnte schlecht genommen werden. Risikomanager werden als inhärent vorsichtige Personen betrachtet, die es vorziehen, Nr. Zu sagen. In den letzten Jahren haben Risikomanager begonnen, über die Gefahr des Risikos und über das Management von Risiken und Chancen zu sprechen. Einige haben vorgeschlagen rufen Risikomanagement Ungewissheit Management statt zu zeigen, bezieht sich auf alle alternativen Ergebnisse und nicht nur die schlechten. Dies ist die künftige Richtung für das Risikomanagement, aber die Haushaltskontrolle steht im Weg. Es ist schwer genug, um Menschen zu diskutieren unerwartet schlechte Ergebnisse. Es kann sogar schwieriger sein, sie dazu zu bringen, über unerwartet günstige Ergebnisse innerhalb einer Haushaltskontrollkultur zu sprechen. Die Leute bleiben ruhig, anstatt ihren Chef zu versuchen, die Ziele zu heben. Das Beyond Budgeting-Modell setzt damit das Risikomanagement frei. Es fördert eine Kultur, in der Unsicherheit akzeptiert wird und die Ergebnisse sowohl nach oben als auch nach unten gehen können. Risikomanagement - oder Ungewissheitsmanagement, um ihm den neuen Namen zu geben - kann ein ausgewogenes, populäres Verfahren werden, in dem Unsicherheiten offen diskutiert und verwaltet werden. Ungewissheitsunterdrückung Die Unwillenheit, andere als die geplanten Ergebnisse zu diskutieren, ist Teil des umfassenderen Phänomens der Unsicherheitsunterdrückung. Wenn die Staats - und Regierungschefs deutlich machen, dass sie erwarten, dass die ursprünglich gebundenen Ergebnisse den ursprünglichen Budgets und Terminen entsprechen, und dass sie erwarten, dass die Führungskräfte in ihren Köpfen und Handlungen sicher sind, dann antworten sie generell, indem sie vorgeben, sicherer zu sein als sie sind Indem sie nicht darüber reden, darüber nachdenken oder die Unsicherheit managen. Sie können in vorzeitige Verpflichtungen zu über spezifische Ziele geschoben werden, und wenn die Dinge schlecht gehen, halten sie es geheim, in der Hoffnung, sich zu erholen. Wenn dies nicht geschieht dann schließlich die schlechte Nachricht kommen - oft zu spät für alles getan werden. Führungskräfte sollten klarstellen, dass sie auf der Suche nach einem exzellenten Risikomanagement und - planung sind und die Menschen dazu anregen sollten, offen über Unsicherheiten zu sein, sie realistisch zu besprechen und zu managen. Die Haushaltskontrolle sendet falsche Meldungen und bewirkt eine Unterdrückung der Unsicherheit. Dies ist die wahrscheinlichste Erklärung für BPs Probleme, obwohl die vollständige Details wird wahrscheinlich nie bekannt sein. Doch eine andere berühmte Firma, die Ungewissheit Unterdrückung erlitten hat die Details öffentlich gemacht. Boo war einer der am meisten hyped Internet-Händler der Internet-Goldrausch. Nach seinem Scheitern, Ernst Malmsten, CEO und einer der Gründer des Geschäfts, schrieb ein Buch namens Boo Hoo, die im Detail genau beschrieben, was passiert ist. Nachdem er ein an sich ehrgeiziges und riskantes Geschäftsmodell gewählt hatte, bemühte sich Ernst zunächst um die Finanzierung. Jedoch, als Interesse am Internet zunahm, wurde dieses Problem überwunden und das Unternehmen bewegte sich mit voller Geschwindigkeit zur globalen Produkteinführung. Leider war die volle Geschwindigkeit nicht schnell genug in der IT-Abteilung. Ernst war besorgt, und verschiedene Verpflichtungen wurden gesucht, erhalten und gebrochen. Der Technologiemanager unterdrückte seine Ungewißheit und Ernst unablässig ermutigte ihn dazu. Schließlich suchte Ernst eine unabhängige Stellungnahme einiger E-Business-Berater, die ihre Nachforschungen anstellten und über einen ernsthaften Mangel an grundlegenden Risikomanagement-Aktivitäten in diesem Bereich berichteten. (Obwohl ernst diese nicht ungewöhnliche Schwächen waren.) Ernst erkannte seinen Fehler und erklärt es ehrlich in seinem Buch. Ich begann mich zu fragen, wie wir je geglaubt hatten, wir wären nur ein paar Wochen weg vom Start. Es war eine Massenwahn. Wir entweder hadnt gesehen haben, oder hatten einfach die Augen geschlossen, alle Warnzeichen. So wer war schuldig War es die Technologie-Unternehmen für die Versprechen, die sie nicht liefern könnte teilweise. Natürlich wäre es leicht, Steven Bennett Boos-Technologie-Manager Schuld, aber wenn es schließlich zu ihm kam, erkannte ich mit einem sinkenden Gefühl, ich musste Verantwortung übernehmen. Wie der CEO, mein Hals war auf der Linie, sowieso. Ich war derjenige, dass jeder würde die Schuld, wenn das Unternehmen nicht gestartet. Aber ich wusste, dass theyd Recht auch sein. Statt sich zielstrebig darauf zu konzentrieren, die Website zum Laufen zu bringen, hatte ich versucht, eine immens komplexe und ehrgeizige Vision in ihrer Gesamtheit umzusetzen. Unser Online-Magazin, der Rollout der Übersee-Büros, die Entwicklung neuer Produktlinien, die auf unserer Website verkauft werden - das waren alles, die bis zur Inbetriebnahme warten konnten. Aber ich wollte sofort Utopie bauen. Es hatte elf Apollo-Missionen genommen, um auf dem Mond zu landen, den ich alles in einem machen wollte. Ich hatte auch nicht den großen Druck berücksichtigt, den diese Vision schuf. Es war weit vor der Infrastruktur, die wir hatten, um es zu unterstützen, aber Id verboten alle reden von Ausfall oder Verzögerungen als defätistisch. Das Ergebnis war, dass anstatt zu enthüllen ihre Sorgen die Menschen lieber blind in die Waffen zu fahren. Nach diesem Schock sammelte sich das Unternehmen sehr stark, aber es war nicht genug. Wettbewerb zwischen Budgetkontrolle und Risikomanagement Sowohl die Haushaltskontrolle als auch das Risikomanagement bieten den Führungskräften die Möglichkeit, mit der Unsicherheit über die Zukunft umzugehen. Allerdings hat die Haushaltskontrolle vier grundlegende Schwächen in dieser Rolle: Es werden keine Maßnahmen ergriffen, bis eine Abweichung auftritt, was oft zu spät ist. Sein wie das Fahren eines Autos unten eine beschäftigte Straße mit den Augen, die auf dem Milometer befestigt werden, um nach Abweichungen vom Plan zu suchen. Es ist sicherer, mit Ihren Augen zu fahren, die vorwärts schauen auf der Straße voran, Alarm für Zeichen der möglichen Gefahr und der Öffnungen im Verkehr. Adaptive Planung mit dem Risikomanagement ist so. Oft gibt es keine Maßnahmen, die das Projektgeschäft wieder auf Kurs bringen werden. Negative Rückkopplungsschleifen scheinen wie ein vollkommener Steuermechanismus, bis Sie sich erinnern, dass sie eine Tätigkeit annehmen, die Sie zurück auf Schiene erhalten kann. In der Praxis gibt es oft nicht eine solche Aktion. Business-Manager sind in der Regel auf Ressourcen beschränkt, verstrichene Zeit und Qualität so theres nichts, was sie abschließen können. Die Tatsache, dass keine Maßnahmen ergriffen werden, bis die Ergebnisse bereits beschädigt sind, ist ein weiterer Grund, warum eine Wiederherstellungsmaßnahme oft nicht existiert. Schlechte Nachrichten sind eher schlechte Nachrichten in der Zukunft bedeuten, weil es in der Regel zeigt, dass die Bedingungen sind weniger günstig als erwartet. Die Reaktion auf Ergebnisse besser als erwartet ist zu erleichtern. Es scheint absurd, dass ein Unternehmen, das besser als erwartet ist, sollte nachlassen, aber das ist genau das, was passiert, wenn ein negatives Feedback Kontrolle. Stellen Sie sich ein Unternehmen mit mehreren neuen Produkten vor, die die Haushaltskontrolle anwenden. Sensible Produkt-Portfolio-Management fordert die Erkennung der Produkte, die gut tun und gießen sie auf, während die Untersuchung von Produkten, die kämpfen und bereit sind, Verluste durch das Töten des Produkts zu schneiden. Die Haushaltskontrolle treibt genau das entgegengesetzte Verhalten an, wie Menschen Helden herbeiführen, die versuchen, die Misserfolge auf Kosten der potentiellen Ausreißerfolge zu retten. Es treibt Ungewissheit Unterdrückung. Dies ist der Punkt, der im vorigen Teilabschnitt ausführlich diskutiert wurde. Obwohl die Haushaltskontrolle nicht sehr effektiv ist, wurde sie zuerst angenommen und ihre Position ist verankert. In den meisten Unternehmen beeinflusst die Haushaltskontrolle Status, Bezahlung und Promotionen. In einigen Unternehmen Haushaltskontrolle Sitzungen gehören zu den am meisten belastet und stressig. Dies sind die Treffen, in denen Führungskräfte ihre Dominanz behaupten. Im Vergleich dazu ist das formale Risikomanagement in der Regel eine Maßnahme zur Einhaltung von Corporate Governance-Vorschriften, während das informelle Risikomanagement zu oft planlos ist. Das Beyond Budgeting-Modell unterstreicht die proaktive, adaptive Planung, die häufig wiederholt wird. Sie akzeptiert, dass die Zukunft unsicher ist und sich mit den Bedingungen beugt. Es bietet Anreize zu halten Gießen auf die Anstrengung, auch wenn Sie mit großem Erfolg sind. Dieses ist wie das Fahren eines Autos mit Ihren Augen, die vorwärts auf der Straße voran schauen. Dabei passt natürlich das Risikomanagement als Prozess, bei dem potenzielle Öffnungen im Verkehr und potenzielle Gefahren vorausgesehen, gesucht, vorbereitet und gehandhabt werden. Reformierung des Risikomanagements Wenn formale Risikomanagementprozesse des Unternehmens das Beyond Budgeting-Modell unterstützen und nicht untergraben, müssen sie mit großer Wahrscheinlichkeit überarbeitet werden. Reformen werden wahrscheinlich in drei Arten fallen: Ein neuer Zweck für das Risikomanagement. Schneller, einfachere Techniken für eine breitere Nutzung. Ausgefeilte Quantifizierung von Risiken bei großen Entscheidungen. Ein neuer Zweck Anstatt ein Mittel zu sein, um ursprüngliche Ziele zu erreichen, muss das Risikomanagement zu einem Weg werden, um die Menschen in die Lage zu versetzen, über das gesamte Spektrum potenzieller künftiger Ergebnisse nachzudenken und sie gegebenenfalls durch Maßnahmen voranzutreiben. Dies bedeutet auch, dass anstatt nur Dinge, die schief gehen könnte, sollten die Menschen sollten die Ergebnisse besser und schlechter als erwartet. Es würde dazu beitragen, den Prozess Risk und Chancenmanagement oder nur Unsicherheitsmanagement umzubenennen, obwohl das Phrasenrisikomanagement für externe Aussagen über Corporate Governance beibehalten werden müsste. Nach Entfernen der Negativität des konventionellen Risikomanagements wird der Prozess attraktiver und es wird weniger Widerstand, mehr davon zu tun. Beschleunigung Riskuncertainty Management sollte ein normaler Bestandteil der meisten Management-Beratungen, so muss es möglich sein, es schnell und bequem. Wenn die Top-Mannschaft zu verbringen einen halben Tag vor Ort mit Flipcharts jedes Mal, um es getan, dass wird nicht praktisch sein. Es gibt eine Reihe von Techniken zur Beschleunigung des Prozesses, aber das wichtigste ist, auf einem höheren Niveau arbeiten zu können. Die übliche Art des Risikomanagements versucht, auf der Ebene der individuellen Risiken zu arbeiten. Jedes Risiko wird identifiziert und dann bewertet, um mit Priorisierung zu helfen. Typischerweise gibt es zwei getrennte Bewertungen: Wahrscheinlichkeit und Auswirkungen. Die aufgeführten Aktionen werden in der Regel als Milderung oder als Kontrollen beschrieben. Arbeiten auf dieser Ebene ist oft nützlich, aber es kann mühsam sein und es gibt bestimmte Risiken, die Menschen oft wollen, dass nicht so behandelt werden kann. Wir müssen in der Lage sein, auf der Ebene von Sätzen von Risiken, ansonsten als Unsicherheiten oder als Unsicherheiten bekannt zu arbeiten. Bereich der Unsicherheiten der Risiken Die Nachfrage ist 10 über unserer besten Schätzung. Die Nachfrage ist 15 über unserer besten Schätzung. Die Nachfrage ist 20 über unserer besten Schätzung. Der gebräuchlichste technische Fehler in den heutigen Risikoregistern ist, dass die Risikosäule fast immer für Risikogruppen verwendet wird, die Ratings jedoch für individuelle Risiken umrahmt werden. Zum Beispiel könnten Sie in der Lage sein, die Wahrscheinlichkeit des Verlustes des Marktanteils abzuschätzen, aber was ist die Auswirkung Offensichtlich hängt es davon ab, wie viel Marktanteil verloren ist. Das Risiko Verlust von Marktanteil ist wirklich eine unendliche Menge von Risiken, eine für jede mögliche Höhe des Verlustes. Eine korrekte Bewertung derartiger Risiken erfordert eine Wahrscheinlichkeitsverteilung (oder eine Wahrscheinlichkeitsdichteverteilung für kontinuierliche Änderung) der Auswirkungen. Dies kann beispielsweise durch das Erfassen einer Folge von Bewertungen für die Wahrscheinlichkeit erfolgen, dass die Auswirkungen in verschiedenen Bereichen liegen. Eine grobe Annäherung hierzu, die schnell und einfach durchgeführt werden kann, besteht darin, in zwei Stufen nach Einschätzungen zu fragen: Was ist der wahrscheinliche Bereich für diese Variable (möglicherweise als der kleinste Bereich definiert, für den Sie x sicher sind, wird der Wert im Bereich liegen. ) Was ist die Schwankung der Auswirkungen auf diesen Bereich zum Beispiel Was ist der wahrscheinliche Bereich für das gesamte Marktwachstum im Laufe des nächsten Jahres dann Was ist der Unterschied in der Wirkung für uns zwischen den besten und den schlechtesten Die Vermutung angenommen muss sorgfältig definiert werden. Dies kann durch die Annahme eines bestimmten Satzes von Minderungsmaßnahmen oder durch die Annahme einer Reihe von Maßnahmen zur Schadensbegrenzung getan werden, so dass Sie die besten und schlechtesten Ergebnisse sehen, die unter allen identifizierten möglichen Risikominderungsstrategien erreichbar sein könnten. Bei der Arbeit auf der Ebene der Unsicherheitsbereiche ist es oftmals nicht notwendig, eine Bewertung vorzunehmen. Wenn eine Unsicherheit offensichtlich wichtig ist, gibt es keine Notwendigkeit für Ratings, es sei denn, es ist auch kostspielig und ein schwieriges Urteil ist erforderlich. Sehr oft sind die ersten und wichtigsten Maßnahmen im Ungewissheitsmanagement, um mehr herauszufinden oder zumindest zu implementieren, so dass mehr über die Zeit gelernt werden kann. Das wiederum muss nicht auf individueller Ebene liegen. Hier ist eine Darstellung eines einfachen Tischdesigns, das hochrangiges Denken über Unsicherheit aufnimmt: Tabelle für schnelles und einfaches Unsicherheitsmanagement Bereich der Unsicherheitssatz von Risiken Mit einfachen Techniken wie diesem ist es für jeden möglich, die Bewältigung der Unsicherheit besser zu verwalten, die ganze Zeit. Explizite quantitative Modellierung der Unsicherheit Fast jedes große Unternehmen sagt, es betrachtet Risiken bei der Entscheidungsfindung für Unternehmen. In Großbritannien ist die Formulierung, die in ihrer Corporate-Governance-Bericht erscheint in der Regel sagt, ihre Verfahren gehören so etwas wie dies:. Die Berücksichtigung von Risiken und die entsprechenden Aktionspläne bei der Bewertung und Genehmigung aller großen Kapital - und Erlösprojekte und Veränderungsprogramme. Derzeit geht es in der Regel nicht um die Quantifizierung der Unsicherheit in den Finanzmodellen, die diesen wichtigen Entscheidungen zugrunde liegen. Infolgedessen können die Finanzmodelle höchst irreführend sein. Nicht nur sie schlagen mehr Sicherheit als sie sollten, aber auch die beste Schätzung ist wahrscheinlich falsch aufgrund der Flaw of Averages und andere Effekte. Dieser Fehler ist die Tendenz, anzunehmen, dass durchschnittliche (oder beste Schätzung) Eingaben zu durchschnittlichen Ergebnissen führen werden, so dass es nicht notwendig ist, andere mögliche Eingaben in die Ausarbeitung des Output-Ergebnisses zu berücksichtigen. Tatsächlich ist dies nur der Fall, wenn das Modell linear ist, was die meisten derartigen Modelle nicht sind. Stellen Sie sich zum Beispiel ein Unternehmen vor, das Konferenzen organisiert. Bevor er sich für eine Konferenz entscheidet und einen Veranstaltungsort reserviert, schätzt er die Teilnahme an der Konferenz und legt seine besten Vermutungen in einem Finanzmodell fest, um zu entscheiden, ob sich die Konferenz lohnt. Es gibt eine Chance, dass zu wenige Leute an einer Konferenz interessiert sein werden und dass es abgesagt werden muss, was die meisten Kosten spart, aber nicht die nicht rückzahlbare Anzahlung auf dem Veranstaltungsort, die normalerweise recht groß ist. Allerdings wird in den meisten Fällen die Auswirkung der Annullierung, einschließlich der nicht rückzahlbaren Anzahlung, überhaupt nicht in dem Modell berücksichtigt, weil die wahrscheinlichste Anwesenheit genug ist, um eine Annullierung zu vermeiden. Das ist eindeutig falsch. Die korrekte Bewertung sollte niedriger sein, um die Auswirkung einer möglichen Stornierung widerzuspiegeln. Ein weiterer Grund, dass die besten Vermutungen Modelle neigen dazu, falsch ist, dass sie davon ausgehen, alle Entscheidungen werden von der Firma am Anfang gemacht. Es gibt keine Möglichkeit, auf Ereignisse zu reagieren, so dass der Wert dieser Optionen nicht berücksichtigt wird. Neue Techniken jetzt populär geworden kombinieren Discounted-Cash-Flow-Modelle mit Entscheidungsbäumen, um eine realistischere Bewertung zu geben. Wo das Risikomanagement in das Beyond Budgeting-Modell passt Das Risikomanagement kann an drei Stellen zum Beyond Budgeting-Modell beitragen: Empowerment, Aktionsplanung und Prognose. Empowerment: worüber sollten wir reden Auch unter einer radikalen Dezentralisierung hat das Top-Management-Team in einem Unternehmen ein berechtigtes Interesse an den Entscheidungen und Aktionsplänen der Geschäftseinheiten, denen sie Macht gegeben haben. Wenn sie die Business Unit Manager treffen, was sollten sie sprechen Dies ist eine gefährliche Begegnung. Hier ist die zentrale Kontrolle könnte versuchen, sich wieder zu behaupten, wie Direktoren ihren natürlichen Instinkt zu dominieren und zu leiten. Eine Diskussion über die bisherigen Ergebnisse gegen Ziele wäre falsch und vernichtende Empowerment, so ist es wichtig, klar über die Regeln dieser Gespräche und vermeiden, dass alte Gewohnheiten, sich selbst zu unterstellen. In der Juni 2002-Version des Beyond Budgeting White Paper gibt es einen Abschnitt über Empowerment, der von Unternehmen sagt, die über Beyond Budgeting gegangen sind, dass: Sie haben lokale Strategien und Aktionspläne herausgefordert, um sicherzustellen, dass sie ausreichend ehrgeizig sind, aber zur gleichen Zeit, dass sie sind Robust und die Risiken angemessen sind. Die haushaltspolitische Interpretation dieser Worte ist, dass die obersten Führungskräfte Ziele angegriffen haben, um sicherzustellen, dass sie ehrgeizig und dennoch erreichbar sind. Dies ist nicht die richtige Interpretation. Die Interpretation des Risikogesicherheitsmanagements ist, dass das Senior Management herausgefordert hat, dass das lokale Management über das gesamte Spektrum der möglichen Ergebnisse richtig nachgedacht hat und dass ihre Pläne Schritte zu sehr guten Ergebnissen sowie Maßnahmen zur Verringerung des Risikos von schlechten Ergebnissen beinhalten. Dies kann in zwei Elemente gebrochen werden: Sind wir bequem mit ihrem Denkprozess Haben das lokale Management einen guten Prozess verfolgt und dachte, Dinge durch effektiv Do sie scheinen zu wissen, was sie tun Tun sie haben ein Kommando über die Fakten Klar Gedanken Angemessene Informationen zur Hand Sind wir mit ihren aktuellen Schlussfolgerungen zufrieden, können ihre aktuellen Schlussfolgerungen verbessert werden Manchmal kann das Senior-Team in der Lage sein, die Vorteile der Erfahrung und eine andere Perspektive zu nutzen, um Risikobewertungen zu verbessern und neue Ideen in die Aktionsplanung einzubringen. Offensichtlich kann das Senior-Team nicht erwarten, dass das lokale Team ihre Vorschläge wie Anweisungen, bis zum nächsten Treffen gefolgt zu nehmen. Dieses Element der Herausforderung könnte ganz fehlen, wo Dezentralisierung ist sehr effektiv und lokales Management hoch kompetent. Das Format eines effektiven Risikomanagement-Workshops könnte an diesen Zweck angepasst werden und bietet eine Form, die das Zielstellungsverhalten eindeutig entmutigt. Risikomanagement-Konzepte können eine gemeinsame Sprache, um diese Gespräche ehrlich zu halten. Darüber hinaus können diese Sitzungen den Anlegern als Demonstration einer guten Corporate Governance beschrieben werden und ihnen versichert werden, dass ihre Investition sicher ist. Aktionsplanung In die Aktionsplanung zur Verbesserung der Pläne kann auch das Risikomanagement aufgenommen werden. Idealerweise sollte es ein integrierter Bestandteil der Aktionsplanung sein, damit die Pläne von Anfang an durch Risikobewertungen und Risikomanagementheuristiken geformt werden. Es gibt bereits Hinweise darauf in einigen Beyond Budgeting Publikationen. Zum Beispiel, in Beyond Budgeting, ein Artikel für Strategic Finance Oktober 2000, von Jeremy Hope und Robin Fraser, der Abschnitt über Performance-Management umfasst die Empfehlung für: Ein Investment-Management-Prozess, der Führungskräfte zwingt, Flexibilität und Exit-Routen in ihre Prognosen zu bauen und in Deren Ausführung spätestens erfolgt. In Beyond Budgetierung. Aufbau eines neuen Managementmodells für das Informationszeitalter in Management Accounting Januar 1999 Jeremy und Robin schrieben: Der neue Schwerpunkt liegt auf dem Blick nach vorn und in der Lage, neue Chancen zu nutzen und potenzielle Bedrohungen durch ein modernes Informationssystem zu entscheiden früh. Durch die Überwachung der wichtigsten Geschäftswerttreiber und insbesondere der führenden Indikatoren, die uns etwas über die zukünftige Performance erzählen, sind wir in einer viel stärkeren Position, um Maßnahmen zu ergreifen, bevor potenzielle Probleme in negative Zahlen umgesetzt werden. Sie zitierten Ole Johannesson, VP Finanzierung von Volvo Cars, mit den Worten: Heute brauchen wir einen Prozess, der es uns ermöglicht, nicht nur sofort, sondern auch vorher zu reagieren. Beide diese Kommentare zeigen, dass Beyond Budgeting zielt darauf ab, sogar Instant-Reaktionen auf Ereignisse zu gehen. Wie kann dies erreicht werden, wenn nicht, indem sie potenzielle Ergebnisse antizipieren und im Voraus handeln, um ihre Wahrscheinlichkeit und Auswirkungen zu ändern? Die Hinweise sind da, aber auf der Grundlage von Veröffentlichungen bis Januar 2003 gibt es Raum für das Hinzufügen von viel mehr zum Risikomanagement-Element des Jenseits Budgetierungsmodell. Prognose: Ausschüttungen nicht einzelne Punkte Hinweise auf rollierende Prognosen sind zu zahlreich, um in Beyond Budgeting Publikationen zu erwähnen. Welche Form sollten diese Prognosen nehmen Die häufigste Form für Prognosen ist eine, die die wahrscheinlichste Ergebnis nur Staaten. z. B. Der NPV dieses Projektes ist x, oder freies Bargeld von y, oder Betriebsgewinn von z auf den Umsatz von x. Dies ist nicht sehr hilfreich für die Aktionsplanung und hilft nicht, Menschen zu schätzen die volle Bandbreite der potenziellen Ergebnisse und ihre relative Wahrscheinlichkeit. Unsicherheit wird unterdrückt. Eine viel nützlichere Prognose ist eine, die die Wahrscheinlichkeitsverteilung von dem angibt, was prognostiziert wird. Die Unsicherheit ist explizit dargestellt und entmutigt die Unsicherheitsunterdrückung. Das ist hilfreicher für die Aktionsplanung. Man kann Fragen wie: Was ist die Wahrscheinlichkeit, dass der NPV dieses Projekts negativ ist, auf aktuelle Finanzierungspläne, was ist die Wahrscheinlichkeit, dass unsere freien Cash-Flow wird weniger als der Betrag, den wir brauchen, um Dividenden auf dem Niveau der letzten Jahre zu halten, Was ist Die Wahrscheinlichkeit, dass die Nachfrage nach diesem Produkt wird Lagerkapazität größer als unsere aktuellen geplanten Ebenen Dies ist nicht so schwer zu tun, wie die meisten Menschen denken. It is not necessary to gather a lot of data in order to provide useful distributions. Even a complete guess as to the distribution would be better than ignoring uncertainty as it discourages uncertainty suppression and encourages planning for a range of outcomes. Getting more data and better models to support the distribution simply increases its value. Most distributions are supported by a model that combines a mixture of purely subjective and data-supported estimates. Done correctly this is more reliable than unaided human judgment. Techniques and software are readily available to do this to a level of sophistication far greater than any company could reasonably require. Even using the most common spreadsheet software, Microsofts Excel, it is easy to set up Monte Carlo simulations to explore how events could play out, and run the simulation thousands of time in less than a minute. risk is an example of a spreadsheet-like program that has built-in Monte Carlo simulation and the whole model is in terms of probability distributions rather than single numbers. It is cheap and easily available, as are its competitors. It is not necessary to be a brilliant statistician to build or use these models. Professor Sam Savage has pointed out that software tools for working with probabilities are becoming easier to use and more powerful, leading to what he calls an era of consumer stochastics where many people will use statistical models and tools whose operation they dont understand, just as they would use a car or computer despite having little understanding of its inner workings. Professor Savages work is fascinating and his papers entertaining as well as useful. It is common to offer a single-point best estimate and an optimistic and pessimistic range. If optimistic and pessimistic are defined in probability terms this is a form of probability distribution. (If you can do this you are very close to being able to show the whole distribution in a graph too.) If these terms are not defined then the range is still helpful as a reminder that uncertainty exists, but is not as useful. Even so, forecasting outcomes as probability distributions is more difficult than single-point forecasting and certainly less familiar for most accountants and business analysts. There are many alternative techniques, some of which are hard to understand and implement. Though forecasting with probability distributions may seem unfamiliar and complex now, in years to come it will be as familiar as discounted cash flow models are today. Forecasting distributions is a tangible expression of commitment to keep uncertainty in mind and not make the mistake of assuming one future. It also puts business leaders in a position to say something specific to analysts and investors without actual stating a single-point forecast or target. The value of risk management within the Beyond Budgeting model The sense of control, and protection against future uncertainties, that business leaders and investors want does not have to be provided by command and control leadership, where decisions are made centrally, and where original objectives are the yardstick of success. Beyond Budgeting offers a welcome alternative based on: Giving people a direction to move in. Relative measures of performance that flex with conditions, so staying relevant. Superior forward looking information. Adding RiskUncertainty management to that list would further strengthen the sense of comfort. It would also allow business leaders to make more detailed statements about the future to analysts, if they wanted to, without stating targets. Summary of recommendations for Beyond Budgeting implementations Companies planning to manage their performance better by moving to the Beyond Budgeting model should: Review existing procedures for formal risk management and around major business decisions such as capital and revenue projects and decide what reforms are needed if risk management is to support rather than undermine the Beyond Budgeting initiative. Manage the uncertainty and risks of the Beyond Budgeting implementation itself. If you have any ideas, questions, or concerns please feel free to contact me at matthewinternalcontrolsdesign. co. uk. I normally reply within a couple of days. copy 2003 Matthew Leitch If you found any of these points relevant to you or your organisation please feel free to contact me to talk about them, pass links or extracts on to colleagues, or just let me know what you think. I can sometimes respond immediately, but usually respond within a few days. Contact details About the author: Matthew Leitch is a tutor, researcher, author, and independent consultant who helps people to a better understanding and use of integral management of risk within core management activities, such as planning and design. He is also the author of the new website, WorkingInUncertainty. co. uk. and has written two breakthrough books. Intelligent internal control and risk management is a powerful and original approach including 60 controls that most organizations should use more. A pocket guide to risk mathematics: Key concepts every auditor should know is the first to provide a strong conceptual understanding of mathematics to auditors who are not mathematicians, without the need to wade through mathematical symbols. Matthew is a Chartered Accountant with a degree in psychology whose past career includes software development, marketing, auditing, accounting, and consulting. He spent 7 years as a controls specialist with PricewaterhouseCoopers, where he pioneered new methods for designing internal control systems for large scale business and financial processes, through projects for internationally known clients. Today he is well known as an expert in uncertainty and how to deal with it, and an increasingly sought after tutor (i. e. one-to-one teacher). moreIf you are going to engineer a new business, it needs to be provably better than anything else out there. Thats what were doing here. David Lewis Kelly Patchett Shawn Spears Yes: we mean provably, not probably. Different perspectives. One unique company. 8020 Consulting applies the intellectual capital, technical expertise and energy of our team to address a range of financial projects for clients ranging from Fortune 50 companies to middle market and venture backed firms. As a company, we believe broadening the application of the tools of financial analysis and reporting to every aspect of business operationsextending the reach of finance from compliance fulfillment reporting and incrementalist budgeting activity to critical analysis of business issuesis one of the great unleveraged business opportunities of our time. We also know that there are massive productivity gaps between the top individual performers and the average, and we have engineered our company to attract and retain the best. This isnt rhetoric, its fact. Our Team applies focus, objectivity and superior academic and professional credentials backed by a business model that encourages and rewards individual initiative and creativity with a mandate to leave Clients provably better at the end of each engagement. This is 8020. The work we do spans the entire range of analytical and reporting projects that encompass the office of the CFO, as well as: Transactional due diligence support Product and customer profitability analytics Post merger financial integration Project Management Evaluation of salesforce effectiveness and compensation plans Execution of the responsibilities of senior internal finance roles during periods of company or individual transition with a methodology that improves departmental effectiveness Providing functional finance support to systems implementation teams Our Founders also consult directly with the office of the CEO, COO and CFO to8230 Support the implementation of an accountability based culture Facilitate departmental and company planning meetings Develop departmental, divisional and corporate business plans Create detailed position profiles to ensure the alignment of position goals and mandates with company objectives Support the selection and assessment of prospective new hires Every project we do contains the potential to create lasting positive change for our Clients, and our Team has the ability and the mandate to realize this potential. To learn more about our full service offering, Contact us today. We just couldnt pass on the opportunity to build a different, better company. Weve learned a lot. Our appreciation for the power and potential of applied finance has deepened through our own experience working directly with Company founders and CEOs. The opportunity to design a new Company which integrates these learnings, the heres what we would do differently, and better if we were starting from scratch was too compelling not to do it. One of our core beliefs is that if you arent going to engineer a new business that is provably better than anything else out there, one which creates a truly superior experience for its People and its Clients, dont bother. Thats what were doing here. Considering a change for your Finance Department or your Career If you are considering a career in Consulting, or if youre an Executive with a project requirement, we would appreciate the opportunity to get more specific and determine whether what we have to offer from a career development or resource perspective is aligned with your interests and objectives. Meet our team ALL MANAGEMENT ANALYSTS CONSULTANTS David Lewis Chief Executive Officer David Lewis has been the CEO or founding partner of 5 companies, one a 600 person family business, three successful startups in the areas of executive search, consulting, and financial project execution, as well as a venture capital backed software development firm. His last startup scaled to a 300 person consulting and executive services firm in seven and a half years. During his tenure, the firm worked with companies ranging from Fortune 500 companies to venture backed startups. He has deep functional expertise in creation and implementation of accountability systems, planning, finance, talent acquisition and development, and key executive coaching. David holds Bachelors and Masters degrees in Economics from Georgetown University in Washington DC. Kelly Patchett Partner and Chief Operating Officer Kelly has focused her career on driving company growth and enterprise value through Talent Acquisition Strategy, Human Capital Development and Process Improvement. She has been the founding member of 3 consulting firms, architecting and managing the initial setup and ongoing development of multiple areas of the business. Kelly has led a variety of special project initiatives in the areas of training and learning programs, compensation and incentive plan development, benchmarking, systems implementation, sales and marketing initiatives, and process re-engineering. In her current capacity, Kelly directly oversees the recruiting, HR, accounting, systems, marketing and administrative functions of the business. Kelly is a Southern California native, graduated from Loyola Marymount University and was a recipient of the 2006 San Fernando Valley Business Journals 40 under 40 award. Shawn Spears Partner Shawn Spears has over 12 years of experience in the consulting business, developing relationships with Finance and Accounting leaders in both Fortune 1000 and middle market companies in several markets. Shawns expertise includes solution development, new client relationship development, market expansion, and project management. Shawn has also held several senior management finance positions in companies including Universal Studios, Levi Strauss and Co, Arthur Anderson, Nissan Corp, and ClubCorp. Shawn holds a Masters Degree in FinanceEconomics from the University of Miami (FL) and a B. S. in Finance from Virginia Commonwealth University. Erin Youel Manager, Consultant Development and Recruiting Erin Youels career has been focused on many aspects of Human Capital from full cycle Talent Acquisition to Employee Review Management. Her outgoing personality and expertise, as well as her ability to spot top talent, has contributed to her success in attracting the right people. Additionally, Erin is a Certified Boolean Logic expert, a skill that has proven successful in generating new key company leads resulting in additional business. Across her career, Erin has partnered with key members of the executive team to help manage a variety of special projects such as, revamping the employee review process, training, new employee orientations, as well as a variety of other Human Capital and Talent Acquisition activities. Erin is a Southern California native, however spent 5 years in the Mid-West where she studied voice performance. Michael Consultant Michael has over 20 years of diverse financial and operational leadership experience, including positions as CFO and VP of Operations of multiple technology and ecommerce companies spanning several ownership structures including VC, international parent companies and angel investors. Most recently, Michael was the CFO of PeopleMatter, where he developed a budgeting process, implemented controls, policies and procedures, was instrumental in the Series D fund raising efforts, implemented a new Financial system and purchased and integrated a former supplier. Early in his career, Michael was a manager of financial analysis at Brylane, a subsidiary of Pinault-Printemps-Redoute. Michael is a CPA, holds a Bachelors of Science in Accounting from Indiana University Northwest and an MBA from the Kellogg School of Management at Northwestern University. Jessica Consultant Jessica is a CPA and Deloitte alumnus with over 12 years of experience, including leadership roles from Controllership to her most recent position as the Senior Director of FPampA at Maker Studios, a next-generation entertainment company. Her industry experience spans the entertainment, new media, e-commerce, advertising, consumer products and financial services industries at companies including U. S. Auto Parts, Napster, Canyon Capital Partners, TCW, Procter amp Gamble, Toyota and UTi Worldwide. Among other accomplishments, Jessica has provided all internal and external financial reporting (including SEC), supported a successful IPO, led MampA transaction support and due diligence efforts, as well as providing financial modeling, data mining and budgetingforecasting. Jessica holds a BS in Accounting and an MBA from the Indiana University, Kelley School of Business. Ken Consultant Ken is a Deloitte CPA with 15 years of experience, specializing in system implementations and development of finance organizations in the start-up phase or companies undergoing comprehensive process improvements or streamlining initiatives. Following Deloitte, Ken held Director and VP positions at Skyway Airlines and Chicago Express Airlines. Ken later joined a small team to launch Virgin America. As the founding Controller, Ken built the finance organization from the ground up, implementing key financial systems, accounting operations and cash flow forecasting. Most recently Ken served as the Corporate Controller at Virgin Galactic, the worlds first space tourism company. Ken holds a BS in Finance from Marquette University and a MS in Accountancy from the University of Wisconsin, Milwaukee. Scott Consultant Scott Longacre has over 18 years of finance and accounting experience spanning several industries with companies large and small. He is an Ernst amp Young alumnus, who was Manager of Finance for Disneys Network Television Division before he moved on to Director of Financial Planning amp Analysis for KornFerry Futurestep. As a consultant, Scott has performed system implementations, business process re-engineering, created forecasting and budgeting models, and managed internal and external financial reporting. He has filled the role of interim CFO for several companies, managing them through successful acquisition as well as post merger accounting integration for the acquiring companies. Scott holds a Bachelor of Science in accounting from the University of Southern California and is an Active CPA. Sue Consultant Sue is an active CPA with 15 years of finance and accounting experience in entertainment, media, technology and financial services. A former PwC audit senior manager, her experience includes Paramount Pictures, Disney, CBS, and State Street. Sue was the VP of Finance at Todd-Soundelux, a post-production sound leader, and the Director of Finance at Warner Music in music publishing. Sue has applied her creative problem solving skills across the spectrum of large, public to small, private companies. She has written industry research whitepapers, contributed to external publications and has experience in leading finance and accounting teams, SEC reporting, auditing, technical accounting memorandums, budgeting and cash forecasting, preparing financial statements, and enhancing processes and controls. Sue holds a BS in Accounting and a BA in Economics from the University of Connecticut. Travis Managing Director, Restructuring Practice Travis has over 9 years of experience in corporate finance and strategy consulting helping clients navigate through complex financial issues and transactions. Prior to joining 8020 Consulting, he served as a Director of Finance at FTI Consulting specializing in providing turnaround, restructuring and transaction related services. His diverse industry experience includes entertainment, automotive, real estate, healthcare, gaming, food and beverage, financial services, and technology. His core competencies include strategic planning, financial modeling, forecasting and budgeting, corporate restructuring, due diligence, post-merger integration, valuation, financial statement preparation, and operational planning. He holds an M. S. in Finance and Accounting from the University of San Diego and a B. S. in Accountancy from the W. P. Carey School of Business at Arizona State University. He is an active CPA in California and a Certified Insolvency and Restructuring Advisor. Susan Consultant Susan is a CPA with 20 years of diverse finance and accounting experience in various industries including manufacturing, technology and real estate. She is an Ernst and Young alumnus who has held leadership roles at Fortune 500, middle market and entrepreneurial companies as Controller, VP of Finance and CFO. These companies have included Power-One, Clipper Windpower, Allied Signal, and Special Devices among others. Susan has provided financial leadership and project management to accounting organizations, including turnaround and restructuring projects, creating international tax structures, implementing IFRS, managing internal and external financial reporting, system implementation and leading finance and accounting efforts for divesture, acquisition and process re-engineering. Susan holds a BS in Accountancy from San Diego State University. Brian Consultant Brian is a CPA with 20 years of diverse finance and accounting experience across several industries. He is a Deloitte alumnus who has held leadership roles at Fortune 500, middle market and start-up companies in Consulting and as Director, Controller or VP of Finance. These companies have included PS Business Parks, Amgen, MGA Entertainment, THQ, Intuit and Hudson Pacific among others. Brian has provided leadership and project management to an entire Accounting organization, including restructuring planning, managing internal and external (including SEC) financial reporting, supporting a successful public stock offering, leading finance and accounting efforts for a business line divesture, and process re-engineering. Brian holds a BS in Business Administration with an emphasis in Accounting from San Diego State University. Phillip Consultant Phillip has over 15 years of experience in multi-faceted roles requiring expertise in strategic planning, financial modeling, business valuation, transactional due diligence support, divisional carve-outs, corporate restructuring, post-merger integration planning, forecast amp budgeting, contract negotiations and sales operations. He served as a Vice President at Technicolor where his responsibilities included managing all phases of several buy-side and sell-side MampA transactions for its television division, Grass Valley. Additionally, he served as Director of Corporate Planning amp Business Development for Comcasts E Entertainment Television cable network and began his career as a litigation consultant for Cornerstone Research. Phillip holds an MBA from The UCLA Anderson School of Management and a Bachelor of Arts in Economics amp Legal Studies from the University of California, Berkeley. Glenn Consultant Glenn has over 25 years of finance, accounting and tax experience in strategic planning, forecasting and budgeting, financial analysis, cost and inventory planning, fixed assets, financial consolidations and tax transfer pricing. Her industry experiences includes biotechnology and computer technology, and she has worked for Fortune 500 companies such as Amgen and IBM. Her core competencies include project management, process improvements, cost accounting, outsourcing, controllership, corporate consolidations, mergers and acquisitions, policies and procedures documentation, external audit defense, SOX controls and assisting executive leadership in cost saving initiatives. Glenn holds an MBA from the UCLA Anderson School of Business and an undergraduate degree in Industrial Management from the Georgia Institute of Technology. Steve Consultant Steve is a CPA with more than 26 years of diverse financial leadership experience, including positions as CFO, VP of Finance, and Controller at emerging growth and middle-market companies. He is an Ernst amp Young alumnus with industry experience in manufacturing, distribution, healthcare services, entertainment, renewable energy and precious metals at companies including Lear Capital, Altra BioFuels, PopChips, Signature Eyewear, Unified Grocers, Accuride International and Disney Records. As a consultant, Steve has implemented critical financial structures and best practices for accounting and operational controls, developed fully integrated forecasting models, spearheaded turnaround and restructuring efforts, and led MampA transaction support and due diligence efforts. Steve holds a Bachelor of Science in Accounting from Loyola Marymount University. Matt Consultant Matt is an accomplished finance professional with over 16 years of experience in the financial services, telecom, wireless, insurance and logistics industries. Matt has held various leadership and managerial positions at start-ups, private and public companies including CSG International, WellPoint, Spirent and e-Companies. His investment banking background includes both buy-side and sell side strategies, business valuation, mergers and acquisitions, restructuring and corporate integration for clients such as Frontenac, Jordan Industries and American Capital. His experience includes strategic planning, forecasting and budgeting, financial analysis, complex financial modeling, system implementations, pricing, sales support and contract negotiation. Matt holds two Bachelor of Arts degrees from the University of California, Los Angeles and a MBA from the University of Southern California. Devon Consultant As a finance executive with 15 years of experience in finance and solid experience in partnering with departments and divisions, Devon has used financial analysismodeling, negotiation, communication, and software development skills to help companies and divisions achieve various business goals. Prior to joining 8020 Consulting, Devon was Executive Director of Warner Home Entertainments Acquisitions group overseeing title acquisitions and providing financial support for film productions. Devon has also held high profile positions at Disney and CUNA Mutual Group in a finance and software development capacity. He has an MBA in Finance and International Business from UW-Madison and a B. S. in Finance and Accounting from UNC-Greensboro. Maureen Consultant Maureen is a CPA with 20 years of diverse finance and accounting experience across a variety of industries including healthcare, manufacturing, consumer products, e-commerce and entertainment. She is a PricewaterhouseCoopers alumnus who has held various leadership roles and managerial positions in start-up and middle market high growth companies. These companies have included Elements Behavioral Health, Intelligent Beauty, US Auto Parts, Long Term Care Group, and International Rectifier among others. Maureen has a board range of experience in both public and private companies including Controllership, MampA transaction support and due diligence, post-acquisition integration, managing internal and external financial reporting, and system implementations. Maureen holds a Bachelor of Science in Accounting from Loyola Marymount University. Julian Consultant Julian has diverse accounting and finance experience in various industries including financial services, entertainment, and consumer electronics with companies including Belkin International, Deluxe Entertainment and Pacific Life-Pacific Asset Funding. His expertise includes FPampA, budgeting and forecasting, treasury operations, cash flow forecasting, financial modeling, and operation process improvement. Julian holds a Bachelor of Science in Business Administration from the University of California, Riverside and a Master of Business Administration from the University of Southern California. Adam Consultant Adam has over 25 years of finance, accounting and operations experience primarily in start-up and middle market entertainment, media and online companies. Adam started his career at Ernst amp Young in New York City before moving to California. He has worked as Controller at Fox Family Channel and ArtistDirect, a company he assisted taking public. In addition, he was Controller then interim CFO at Fandango. Adam was the CFO at mOcean, an entertainment marketing and advertising agency, where he successfully consolidated office locations as part of an overall cost savings initiative before becoming a consultant. He holds a Bachelors of Science in Business Administration from The American University in Washington DC. Adam lives in Studio City with his wife Lesley, children Jakob and Lilly and dog Pi. Grace Consultant Grace is a CPA and a PricewaterhouseCoopers alumnus, with nearly 20 years of accounting and finance experience in various manufacturing, internet and technology firms from equity-backed pre-IPO companies to multi-national billion dollar enterprises. Most recently, Grace was the VP of Finance at Kinkisharyo International, LLC, where she was responsible for all matters of accounting, finance, contracting, human resources and enterprise reporting systems. Grace promotes high accountability throughout the organization with continuous process improvement, enhanced financial planning and employee development initiatives. Grace has completed accounting position papers with respect to software amp long-term project revenue recognition, purchase accounting, restructuring and disposal activities, leases, among numerous others. Grace holds degrees in Master of Accountancy and Bachelors of Science in Business Administration from the University of Southern California in Los Angeles. Mitch Consultant Mitch has over 10 years of diverse finance experience including positions in Corporate Strategy, Corporate Finance, and Investment Banking. Prior to joining 8020 Consulting, he served as acting Director of Finance at AECOM, where he led the annual operating planning process and long-range strategic plan, as well as a primary contributor on the firms 6 billion acquisition of URS Corporation. He has additionally held corporate finance positions at technology companies Yahoo and Hulu. Early in his career, Mitch was an Investment Banking Associate at Wells Fargo and Hadley Partners, representing middle market companies in the consumer products, restaurant, and professional service sectors. Mitch holds a BA in Economics from Claremont McKenna College and will receive his MBA from Washington State University in early 2016. Paul Consultant Paul is a PWC Alumnus with 15 years of Public and Private Accounting experience. He has held a variety of positions including Leadership and Project Management roles with an emphasis in the Entertainment Industry within the areas of New Media and E-Commerce. His experience in the Entertainment Industry includes the following companies: The Walt Disney Company, Universal, Dreamworks Animation, Warner Bros. ABC TV and Paramount Pictures. In addition, he has experience providing Internal and External Audit support including Sox Documentation, Controls Implementation and Sox Testing as well as experience within all areas of the Month-end close and the budgeting and forecasting process. He is a California CPA and holds a Bachelors Degree in Business Administration with an emphasis in Accounting from New Mexico State University. Rachna Consultant Rachna is an accomplished finance professional with over 10 years of experience in the consumer products, entertainment, and logistics industries. Her experience includes strategic planning, forecasting and budgeting, financial analysis, financial modeling, system implementations, pricing, sales support and more to help companies and divisions achieve various business goals. Most recently Rachna served as the FPampA Manager at TOMS, a pioneer in the for-profit, for-social good sector. During her tenure, she partnered with global sales, marketing, IT, giving, and supply chain additionally she was a primary contributor to the due diligence process in support of the Bain acquisition which resulted in a 625M valuation for TOMS. Rachna has a B. S. in Corporate Finance and an MBA focused on Entrepreneurship from the University of Southern California. Anthony Consultant Anthony is a Deloitte amp Touche Alumnus with 16 years of practical experience in Public and Private Accounting including MampA, forensic accounting and litigation support. He has worked with public and private companies of varying sizes and industries including aerospace and defense, manufacturing, high technology, interactive entertainment software developer for gaming systems and retail and trade. He performed quarterly and annual reviews for publicly traded companies, evaluated and documented clients effectiveness and efficiency of internal controls and the integrity of the financial statements and has provided services for month-end, quarter-end and year-end close processes. Anthony graduated from California State University, Northridge with Bachelor of Science degrees in Business Administration Accounting Theory amp Practice and Chemistry. He is a CPA licensed to practice in California. Ameesh Consultant Ameesh has ten years of experience in all areas of Finance, including financial close, FPampA, budgeting and forecasting, financial modeling, financial systems, and ad hoc business driver analysis. Ameesh has served a variety of industries including entertainment, retail, and food amp beverage. Ameesh started his career in sales at Wells Fargo in their business banking division and from there held a variety of finance and marketing roles at Constellation Brands, Warner Bros. and The Coffee Bean amp Tea Leaf. Ameesh holds a Bachelors in Economics from the University of California, Irvine and a Masters in Finance from Golden Gate University. Cathy Consultant Cathy is a CPA with over 25 years of diverse finance, accounting and operational experience, including positions as CFO and VP-Controller, across a variety of industries including entertainment, automotive and manufacturing. She has had over 18 years of consulting experience in a variety of roles and areas from VP-Controller to Project Manager with clients such as Toyota, MGM Entertainment, Spelling Entertainment, HBO and Paramount Pictures. Her areas of expertise include entertainment and participation accounting, project management, strategic planning, forecasting and budgeting, business and film library valuations, mergers and acquisitions, due diligence, cash management, cost accounting and system implementation. Cathy holds a Bachelor of Science in Business Administration from the University of Southern California and she began her career with Ernst and Young. Carol Consultant Carol has extensive experience in finance, accounting, strategic planning, financial modeling, transactional due diligence support, corporate restructuring, contract negotiations amp administration, business development and operations. Her industry expertise covers healthcare, manufacturing, aerospace, bio-tech and entertainment companies ranging from start-up to the Fortune 500. Prior to 8020, she held Controller and Finance Leadership positions at companies including, ITT, SmithKline Beecham and Quest Diagnostics, Paramount Pictures, Quallion LLC and Catalytic Solutions. She is a six sigma greenbelt and successfully led various cost savings initiatives in inventory controls, process improvements, system integrations as well as cash flow projections and controls. She holds a BA in Economics from UCLA and a MBA from Pepperdine University. Kim Consultant Kim is a CPA and PMP with more than 20 years of diverse finance, reporting and accounting leadership experience. She is an Arthur Andersen alumnus with extensive experience in accounting operations, inventory accounting, supply chain operations, project management, process reengineering, systems implementation, policy and procedure development, training development, internal controls and audit. She has also served as Interim Controller and led accounting teams through the monthly close and external audits. Kim has industry experience in pharmaceutical, retail, manufacturing, distribution, technology, banking, family investment and telecommunications at companies including The Disney Stores, Countrywide Bank, Data Direct Network, Silgan Containers, Fandango, THQ, The Rockefellers and Bristol - Myers Squibb with global assignments in the USA, Europe and Asia. Kim holds a Bachelor of Science in Accounting from Syracuse University. June Consultant June has 11 years of finance experience in strategic planning, forecasting and budgeting, financial analysis, business valuation, restructuring, merger and acquisition, system implementation, contract negotiation and operations. Her industry experience spans the apparel, food and beverage, entertainment, manufacturing and pharmaceutical industries at companies including Patagonia, Overture Films, Technicolor and Catalyst Pharmaceutical Group. Her core competencies include business plan development, project management, system integrationimplementation, process improvement, cost savings initiatives, and shareholder package. June holds an MBA from Pepperdine University, Graziadio School of Business and Management and a Bachelor of Arts from the University of California, San Diego. Chia-Ming Consultant Chia-Ming is a PwC alumnus with experience in various industries including real estate, entertainment, retail, non-profit, and education. Prior to joining 8020 Consulting, Chia-Ming served in finance roles with Fresh amp Easy Markets and Paramount that included experience with intercompany accounting, management of the close, variance analyses, and internal control narrativesframework. Her areas of expertise span FPampA, financial modeling, forecasting and budgeting, strategic planning, data mining, and fraud risk assessment. Chia-Ming holds a BA in EconomicsAccounting from Claremont McKenna and an MBA from University of Southern Californias Marshall School of Business. Mark Consultant Mark has 15 years of experience in financial planning and analysis, as well as business intelligence systems. He has managed budgeting, forecasting, long-range planning, industry analytics, complex modeling, consolidations, standard reporting, ad hoc analysis and senior management decision support. Mark has extensive consulting experience and has held key finance and strategic roles at Walt Disney Studios, Fox, Sony and Warner Bros. Marks consulting experience has provided him the skills to be adaptable, collaborative across organizational boundaries and adept at process optimization. Mark has also served in the Business Intelligence amp Data Warehousing practice at Hitachi Consulting. Mark holds an MBA in Finance from the University of Denver and a BA in Communication from the University of Alabama. Abim Consultant Abim has 9 years of finance and accounting experience in the banking and capital markets industry in the United States and the United Kingdom. She is a PwC London amp Los Angeles alumnus where she was on engagements of varying sizes, such as, Oaktree Management, Banc of America Securities Limited and fx Group. Her work has focused on external audit, financial reporting, and multi-entity consolidations, including experience with both U. S. GAAP and IFRS. Prior to joining 8020 Consulting, Abim served as an Accounting Manager at Ares Management, LLC. She holds a Master of Engineering in Chemical Engineering from University College London, is an active CPA registered in California, and is a licensed member of the Institute of Chartered Accountants in England and Wales (UK). Emir Consultant Prior to Emir joining 8020 Consulting, Emir served as the CFO of Artisan Cocoa, where he was Instrumental in revenue and income growth of 160 over 17-month period. Emir also worked for Mattel Inc. where he managed the full Mattel PampL of a 1.3B business, 60MM in overhead spend across 27 cost centers, and 60MM in MDF trade spend. Early in his career, Emir worked at Interspan in Uzbekistan, where he managed a tea factory with a staff of 125 people, oversaw operation cost controls, sales and expenses analysis, financial analysis, cash flow maintenance, and debt service maintenance. Emir holds a BA in Real Estate from San Diego State University and an MBA from The Wharton School, University of Pennsylvania. Ryan Consultant Ryan has 18 years of finance and accounting experience across multiple industries including manufacturing, insurance, pharmaceuticals and real estate, with companies of various sizes. He is an alumnus of PricewaterhouseCoopers with a broad base of experience including financial reporting and variance analysis, budgeting and forecasting, building financial models, acquisition accounting and post-acquisition integration, SEC reporting, technical accounting and developing executive and board-level presentations. Ryans recent experience includes implementing a rolling forecast model and monthly reporting framework for a middle market manufacturing company and managing the transition of the financial reporting function to an out of state location for a subsidiary of a Fortune 500 insurance company. Ryan is a CPA and holds a Bachelor of Arts in Business Economics from the University of California, Los Angeles. Leadman Consultant Leadman is an EampY alumnus with over 25 years of accounting and finance experience primarily in the biotechnology and market research industries. Prior to joining 8020, Leadman was the Controller for J. D. Power and Associates and was responsible for managing the worldwide accounting team, coordinating accounting activities with shared services and fulfilling financial reporting requests as a subsidiary of McGraw Hill Financial. Leadman also held roles within partnership accounting, SEC reporting, financial reporting amp analysis and corporate audit during his 15 year tenure at Amgen Inc. Leadman holds a Bachelor of Science degree in Accounting from California State University, Northridge and is a CPA. David Consultant David is a CPA with 20 years of diverse, hands-on financial and accounting experience in technology, manufacturing, market research, semiconductor, banking and other industries. As an Arthur Andersen alumnus, David held leadership roles for middle market and start-up companies as VP Controller, Director of Financial Planning amp Analysis and Financial Reporting. He has experience in creating an international presence in UK, Germany, France and India by effectively establishing banking, and accounting processes and has assisted with capital infusion and borrowing facilities. David has a strong understanding of ERP systems including implementations and data migration with MS Dynamics, Hyperion Essbase, BAAN, and FAS. David has had solid operational involvement with a proven ability to excel within rapidly changing environments, and to work effectively with a management team to improve financial results. Heidi Consultant Heidi is a KPMG alumnus with over 15 years of finance and accounting experience, spanning several industries in companies ranging from start-ups to the Fortune 100. After KPMG, Heidi held accounting and finance leadership positions at KornFerry Futurestep, THQ, Countrywide, Disney, Warner Bros. and Universal Music. During Heidis career she has had experience in internal and external audit, SOX compliance, month-end close, reporting, forecasting and budgeting, financial analysis, system implementation and accounting process improvement. Heidi graduated from California State University, Chico with a Bachelor of Science degree in Business Administration with a Concentration in Accounting. She graduated with honors as well as served as President for the honors Accounting club, Beta Alpha Psi. Heidi is originally from Northern California and has lived in Los Angeles for over 15 years. Jeff Consultant Jeff has fifteen years of experience in all areas of finance and accounting, including financial close, FPampA, budgeting and forecasting, financial modeling, and financial systems and has served a variety of industries including entertainment, manufacturing, energy and consumer products. Jeff started his career at KPMG in their audit practice and from there held a variety of finance and accounting roles at Twentieth Century Fox, The Coffee Bean amp Tea Leaf, and Warner Bros. Jeff holds a Bachelor of Business Administration from East Tennessee State University and a Master of Accountancy with a concentration in Financial Systems from The University of Tennessee. Vikram Consultant Vikram possesses over 11 years of experience in Financial Planning and Analysis covering diverse sectors of IT Communications (j2 Global), Banking (Citibank, HSBC, Bank of America), Food and Beverage (Nestle), Investment Consulting (Wilshire Associates), Retail (Harbor Freight) and Entertainment (The Walt Disney Company). His core competencies include managing finance teams, conceptualizing and leading budgeting and forecasting processes relating to the PampL, Capital Plan, Balance Sheet and Cash Flow both mid-sized to Fortune 1000 Companies. Vikram attended Willamette University (Oregon) where he received his MBA specializing in Finance. He also holds a Bachelors degree in Finance and Accounting from Christ College in Bangalore (India) and a Masters degree in Finance and Accounting from Bangalore University in Bangalore (India). Neil Consultant Neil has 20 years of accounting and audit experience in multiple industries, including pharmaceuticals and biotech, manufacturing, retail, health care, service industries, governments, casinos and non-profits. Prior to joining 8020 Consulting, he served as a Director at McGladrey in Connecticut and Los Angeles specializing in private equity owned entities with significant mergers and acquisition and other technical accounting issues. Additionally, Neil was a controller for a growing health care entity in Los Angeles where he managed financial reporting, budgeting, internal controls and certain HR functions. Neil is an alumnus of KPMG in Los Angeles where he was on engagements spanning health care, manufacturing, and government entities. Neil holds a Bachelor of Science in Accounting from the University of Southern California. Pom Consultant Pom has 20 years of diverse accounting and finance experience spanning several industries at companies including Amgen, Warner Brothers, Warner Music Group, New Wave Entertainment, Healthnet, CBS, and K-Swiss. She has public accounting background from both PricewaterhouseCoopers as well as a two regionally based firms. Pom has held multiple Controller roles with responsibility for month end close, international consolidations, financial reporting, operational accounting, costbudget analysis, financial audit and internal controls, and financial system implementation. Pom received her MBA from Western Illinois University and is an active CPA in the state of California. Robert Consultant Robert has over 16 years of professional experience in the food and beverage, real estate, manufacturing and entertainment industries. Over the course of his career, he has held various corporate development, finance and audit positions with Dole Food Company, Castle amp Cooke, Warner Bros. and KPMG. His experience includes corporate development, strategy, budgeting and reporting, and he has worked on a diverse set of projects ranging from mergers and acquisitions, initial public offerings, privatizations, real estate development and special projects. Robert earned a Bachelor of Commerce and Finance degree from the University of Toronto, and is a Canadian Chartered Professional Accountant. Gary Consultant Gary has over 11 years of FPampA experience encompassing a variety of industries and sizes of companies. Most recently he developed the entire FPampA infrastructure from the ground-up for a publicly held company, MRV Communications, including implementing a Hyperion solution for easier analysis and business unit consolidation. Prior to that, he has held analytical roles at both IBM and Toyota Motor Sales as well as an industry leading manufacturing company, Acuity Brands Lighting. Garys areas of expertise include Excel model building, forecasting and budgeting, preparing variance analysis tools and templates, and developing executive - and board-level presentations. Gary has a Bachelor of Business Administration from the Goizueta Business School at Emory University in Atlanta and an MBA from the Marshall School of Business at the University of Southern California. Teresa Consultant Teresa has 18 years of finance and accounting experience in healthcare, entertainment and market research industries. As a PwC alumnus, her clients include Toyota, MasterCard, Prudential, Met Life, Raytheon, Waste Management, Johnson amp Johnson and JP Morgan Chase. Prior to joining 8020, Teresa worked for J. D. Power and Associates as their Director of Finance. Teresa also held various analyst and managerial positions at United Health Group, Wellpoint and Disney. She has solid experience in budgeting and monthly forecasting, financial reporting, Sarbanes-Oxley compliance, developing KPIs for investments and financial performance, financial modeling and price sensitivity analyses on new business opportunities, systems implementation, foreign currency transactions and valuation analyses for potential acquisitions and divestitures. Teresa holds a Bachelor of Science degree in Accounting from Loyola Marymount University and is a CPA (inactive). Sal Consultant Sal has over 11 years of experience in finance and data analytics. His experience spans companies including Amgen, Bank of America, Countrywide, Zurich Financial Services, and Fannie Mae. He has extensive experience in strategic acquisition, project management, risk, pricing, competitive market analysis, cash flow forecasting, PampL reporting, multi-platform data extraction, and financial modeling. He implemented comprehensive reporting structures and complex database query design for companies in varying industries. Sal holds an MBA from The UCLA Anderson School of Management and Bachelors in Business Economics with Minor in Accounting and Specialization in Computer Programming from the University of California, Los Angeles. Irene Consultant Irene has over 10 years of finance and accounting experience in the entertainment industry. She began her career at New Line Cinema in the finance group. Following she joined G4 Media and transitioned to Comcast Entertainment Group. Prior to joining 8020 Consulting, she held a Finance Manager position at NBCUniversal. Her expertise includes FPampA, budgeting and forecasting, month-end close, reporting and corporate consolidation. She is a Northern California native, however spent 10 years living in Los Angeles. Irene holds a Bachelors of Business Administration degree in Corporate Finance and Business Analysis. Tommy Consultant Tommy is a PWC Alumnus with 20 years of broad accounting and finance experience in both large and small companies including Pre-IPO ventured backed companies. These companies include The Walt Disney Company, Paramount Pictures, DreamWorks Animation, Maker Studios, DirecTV, LegalZoom, The Rubicon Project, and Specialty Laboratories where he held leadership roles such as Controller, Senior Accounting Manager, Director of Accounting and Director of Financial Reporting. In these diverse roles, Tommy has provided Internal and External Audit support, SOX Documentation and testing, SEC reporting, process improvement and all aspects of Month-end close and reporting process. Tommy holds a BS in Business Administration with an emphasis in Accounting from California State University Los Angeles and is an active CPA. Melissa Consultant Melissa has over 17 years of experience in finance and accounting in industries such as manufacturing, retail, corporate housing, and technology. She has held positions in compliance and internal audit as well as leadership roles including NA Controller for Technicolor Home Entertainment Services and Corporate Controller and Treasurer at Oakwood Worldwide. Melissas core competencies include full-cycle accounting, GAAP, FPampA, internal controls, and process improvement. Melissa has extensive cross-functional experience with accomplishments including managing reconstruction of 3 years of financial reports, leading global SOXCompliance efforts, and converting cash-basis accounting to accrual. Melissa is a CITP and has worked on several systems implementations, changes, and upgrades. She has a BBA in Finance from the University of Texas, graduate and post-graduate degrees in Accounting, and is a CPA and CMA. Bentley Consultant Bentley has over 20 years of finance, accounting, and management consulting experience, including positions as the VP of Finance in entertainment content and e-commerce companies. He has evaluated, developed, and implemented a wide range of financial processes, models, and metrics for strategic planning, budgeting, rolling forecasts, performance measurement and KPIs. Bentley also has significant accounting experience, including public accounting, managing general accounting functions, and financial reporting. Additionally, he possesses significant management consulting experience, leading projects to improve performance management and related reporting for Fortune 500 companies. Bentley has successfully driven performance at companies, including the Walt Disney Company, Nickelodeon, Citygrid Media, Activision, Sunkist Growers, Ernst amp Young and Accenture. Bentley holds an MBA and Bachelors of Science in Accounting from the University of Southern California. Elsa Consultant Elsa has 10 years of diverse finance and accounting experience in entertainment, consumer products, logistics, consulting and medical device companies. Her expertise includes FPampA, budgeting, forecasting, financial modeling, month end closing, supporting system implementations and operational process improvement. Prior to joining 8020 Consulting, Elsa served as a Senior Analyst at Xerox, Maxum Petroleum and Bunim-Murray Productions. Elsa holds a Bachelor of Science in Civil Engineering and a Master of Public Policy amp Management from University of Southern California. She is an active CPA in the state of California. Brandon Consultant Brandon is a finance and accounting leader with over 15 years of experience. His career started as an auditor with the Big 4 assisting and leading audit engagements in a wide range of industries, such as consumer products, financial services, and biotechnology. Brandon then went on to The Walt Disney Companys Transaction Support team where he was responsible for provide expertise in MampA transactions, due diligence, divestiture, technical accounting, and restructuring to Disney and all of its subsidiaries. After The Walt Disney Company, Brandon led year-end audits, month-end close and financial reporting in the retail apparel industry at levels of Senior Manager and then Director. Brandon is a CPA and holds a BS in Accounting with a minor in Economics from the University of Massachusetts - Amherst. Mike Consultant Mike has over 10 years of experience in roles requiring expertise in strategic planning, forecasting, budgeting, business valuation, financial modeling and both buy-side and sell-side MampA transaction support. He served as a Sr. Analyst at Elements Behavioral Health where his responsibilities included leading the budgeting and forecasting processes as well as acquisition transaction support. Additionally, he served as a Sr. Associate in the Private Capital group at Union Bank where he focused on executing middle market acquisition opportunities across various sectors. Mike holds an MBA from the Graziadio School at Pepperdine University, a Bachelor of Arts in Economics from Brock University and is a CFA Charter holder. Kalman Consultant Kalman is a KPMG alumnus with over 10 years of finance experience. In his last role he served as regional CFO for a Fortune 200 healthcare services provider. His areas of expertise include financial planning amp analysis, strategic planning, forecasting, budgeting, complex financial modeling, and data analytics. His diverse industry experience includes real estate, healthcare, life sciences, entertainment, automotive, financial services, and technology startups. Kalman has also built a rental real estate portfolio from the ground up, acquiring distressed properties and stabilizing the assets to create cash flow and equity. Kalman received his B. S. in financial analysis and valuation from the USC Marshal School Business. Shant Consultant Shant has over six years of experience in the entertainment industry. His expertise includes financial analysis, FPampA, and royalties reporting. Prior to joining 8020 Consulting, Shant served as a Sr. Financial Analyst at The Walt Disney Company as well as Universal Music Group. He holds a Bachelor of Science degree in Management Science and Economics from the University of California, San Diego and is in his last semester of the MBA program at USCs Marshall School of Business. Kelly Consultant Kelly has 11 years of finance and accounting experience in technology, energy, entertainment, e-commerce, marketing, and legal industries. As a PwC alumnus in the forensic accounting practice, his clients included Microsoft, Rambus, Apple, and Williams Energy. Prior to joining 8020 Consulting, Kelly was a Controller and Finance Director for William Morris Endeavor Entertainment, as well as a Controller and CFO for a boutique law firm, where he provided litigation support for various high-profile arbitrations, mediations, and trials. He has solid experience in management reporting, budgeting and forecasting, KPI analysis, financial modeling, cost-savings initiatives, ERP implementations, consolidations, SOX compliance, foreign currency transactions, and valuation analyses for mergers and acquisitions. Kelly is a CPA and holds a Bachelor of Arts degree in Economics and Minor in Accounting from UCLA. Yan Consultant Yan brings 12 years of experience in statistical analysis, MampA modeling, dynamic pricing, financial planning and portfolio management. He has held various leadership positions at some of the largest hospitality-entertainment companies: Caesars Entertainment, Tropicana Entertainment, and SLS Las Vegas. He has also advised Warner Bros. on implementation of statistical modeling in revenue maximization. Before joining 8020 Consulting Yan served as a Director of Revenue for SLS Las Vegas where he oversaw revenue management, operational analytics and financial forecasting. Yan passed CFA Level 1 and holds BBA from University of Minnesota Duluth, Graduate Certificate in Applied Statistics from Penn State University, and an MBA from University of Southern Californias Marshall School of Business. Radha Consultant Radha has 10 years of accounting and audit experience ranging from non-profits and universities to large companies in various industries across the United States. Prior to consulting, most recently she was a Sr. Manager of Financial Reporting at Paramount Pictures where she managed the consolidated GAAP and cash reporting to DreamWorks Animation and Marvel Studios. Radha is also an alumnus of PwC in Los Angeles where she was on engagements spanning various industries of varying sizes, such as, Valeant Pharmaceuticals, Tetra Tech, Disney, and Morgan Creek Productions. Radha holds a Bachelor of Arts in Business Administration with a concentration in Accounting from California State University, Fullerton. Henry Consultant Henry has 10 years of finance and accounting experience in entertainment, consumer products, and retail. His expertise includes, FPampA, budgeting amp forecasting, financial modeling, strategic planning, month-end close, data mining, KPI based modelingreporting, supporting system implementations and improving processes using macrosadvanced Excel formulas. Prior to joining 8020 Consulting, Henry was a Finance Manager at Dutch LLC and held Senior Analyst positions in multiple departments at the Walt Disney Company. Henry holds a Bachelors of Science Degree in Business Administration with a concentration in Corporate Finance from University of Sothern California Marshall School of Business. Christine Consultant Christine is a KPMG Alumnus with over 18 years of finance and accounting experience in food and beverage, healthcare, entertainment, and manufacturing industries. Prior to joining 8020, Christine worked for Dole Food Company as their Senior Manager of Corporate Finance. Christine also held various analyst and managerial positions at WellPoint, Disney, and Danone. She has solid experience in budgeting and monthly forecasting, financial reporting and analysis, financial modeling, and supporting refinancing effort of highly leveraged company. She also spearheaded and successfully completed a system implementation of financial modeling application. Christine earned a Bachelor of Arts degree in Business Economics from University of California, Irvine and she is a CPA licensed in California (inactive). John Consultant John has extensive background in Strategic Planning, Business Development, and Finance. He has been successfully building, developing, and directing decision support, financial planning, and operations finance teams for nearly 15 years. Johns expertise includes complex financial and scenario modeling, metric and KPI identification, creation, and reporting, deal analysis, systems implementation, marketing and business development finance support, and managing finance teams, including budget planning personnel hiring, training, and evaluation policy and procedure development and business and strategic planning. Prior to joining 8020 Consulting, John has driven results at companies such as Warner Bros, Napster, Spark Networks, Williams Sonoma, DHL Worldwide, Autodesk, and United Airlines. John holds an MBA from London Business School and a BA from UC San Diego, Revelle College. Seena Consultant Seena comes from a diverse background of retail operations, labor, financial analysis, FPampA, data research, and analytics. Prior to joining 8020 Consulting, Seena served as a retail analyst for 2B retailer, Harbor Freight and consulted with a variety of companies executing projects in the financial, academic, food and beverage, retailwholesale, legal and investigations industries. His specialties include financial modeling, budgeting and forecasting, compensation, data mining, and strategy. He attended the University of Connecticut where he received his Bachelors and his Masters degrees with a focus in quantitative sociology, and later on went to Pepperdine University where he received his MBA. Alex Consultant Alex has finance experience in entertainment, insurance and banking. His expertise includes financial analysis, budgeting, forecasting, financial modeling and project management of operational process re-engineering initiatives. Prior to joining 8020 Consulting, Alex served as a Financial Analyst for Universal Music Group as well as Farmers Insurance. In addition, he was an Operations Project Manager for Bank of America, processing loan modifications for the Making Homes Affordable program via financialdata analysis. He holds a Bachelor of Science degree in Bioethics with a minor in Literature. In addition, he received his Master of Business Administration with an emphasis in Finance from Pepperdine University in 2010. Brad Client Service Lead Brad hails from the great state of Tennessee and holds a B. A. from the University of Tennessee, Knoxville. Following his graduation, he relocated to Los Angeles where he served as a Senior Account Executive for one of the top ranking digital marketing firms. During that time, Brad was in charge of client management as well as training and managing a growing sales team. Brad is a seasoned professional when it comes to client relations and effective strategy building for higher ROI. When he is not at 8020 Consulting, Brad can be found on the golf course, hiking, or spending time with his English bulldog, Bailey. Rachel Administrative Coordinator Rachel has been working in either the consulting or staffing industries for over 8 years in the capacity of Administration, Recruitment, and Support. Additionally, Rachel has been an Office Manager for several small companies where her organizational, time-management, and interpersonal skills proved effective. Rachel is a Southern California native, graduated from The University of Arizona with a Bachelor of Arts. Brandon Client Service Associate Brandon graduated top of his class, with a Bachelor of Science in Management at Pepperdine Universitys Graziadio School of Business and Management. He has since transitioned into the financial consulting industry as a client service associate. Before coming to 8020 Consulting, Brandon has worked in Transaction Advisory Services for Ernst amp Young, and has held several marketing and branding roles. When Brandon is not in the office, you can probably find him on the golf course Interested in joining our team To learn more, apply online here. Some of Our Team David Lewis Chief Executive Officer David Lewis has been the CEO or founding partner of 5 companies, one a 600 person family business, three successful startups in the areas of executive search, consulting, and financial project execution, as well as a venture capital backed software development firm. His last startup scaled to a 300 person consulting and executive services firm in seven and a half years. During his tenure, the firm worked with companies ranging from Fortune 500 companies to venture backed startups. He has deep functional expertise in creation and implementation of accountability systems, planning, finance, talent acquisition and development, and key executive coaching. David holds Bachelors and Masters degrees in Economics from Georgetown University in Washington DC. Kelly Patchett Partner and Chief Operating Officer Kelly has focused her career on driving company growth and enterprise value through Talent Acquisition Strategy, Human Capital Development and Process Improvement. She has been the founding member of 3 consulting firms, architecting and managing the initial setup and ongoing development of multiple areas of the business. Kelly has led a variety of special project initiatives in the areas of training and learning programs, compensation and incentive plan development, benchmarking, systems implementation, sales and marketing initiatives, and process re-engineering. In her current capacity, Kelly directly oversees the recruiting, HR, accounting, systems, marketing and administrative functions of the business. Kelly is a Southern California native, graduated from Loyola Marymount University and was a recipient of the 2006 San Fernando Valley Business Journals 40 under 40 award. Shawn Spears Partner Shawn Spears has over 12 years of experience in the consulting business, developing relationships with Finance and Accounting leaders in both Fortune 1000 and middle market companies in several markets. Shawns expertise includes solution development, new client relationship development, market expansion, and project management. Shawn has also held several senior management finance positions in companies including Universal Studios, Levi Strauss and Co, Arthur Anderson, Nissan Corp, and ClubCorp. Shawn holds a Masters Degree in FinanceEconomics from the University of Miami (FL) and a B. S. in Finance from Virginia Commonwealth University. Erin Youel Manager, Consultant Development and Recruiting Erin Youels career has been focused on many aspects of Human Capital from full cycle Talent Acquisition to Employee Review Management. Her outgoing personality and expertise, as well as her ability to spot top talent, has contributed to her success in attracting the right people. Additionally, Erin is a Certified Boolean Logic expert, a skill that has proven successful in generating new key company leads resulting in additional business. Across her career, Erin has partnered with key members of the executive team to help manage a variety of special projects such as, revamping the employee review process, training, new employee orientations, as well as a variety of other Human Capital and Talent Acquisition activities. Erin is a Southern California native, however spent 5 years in the Mid-West where she studied voice performance. Michael Consultant Michael has over 20 years of diverse financial and operational leadership experience, including positions as CFO and VP of Operations of multiple technology and ecommerce companies spanning several ownership structures including VC, international parent companies and angel investors. Most recently, Michael was the CFO of PeopleMatter, where he developed a budgeting process, implemented controls, policies and procedures, was instrumental in the Series D fund raising efforts, implemented a new Financial system and purchased and integrated a former supplier. Early in his career, Michael was a manager of financial analysis at Brylane, a subsidiary of Pinault-Printemps-Redoute. Michael is a CPA, holds a Bachelors of Science in Accounting from Indiana University Northwest and an MBA from the Kellogg School of Management at Northwestern University. Jessica Consultant Jessica is a CPA and Deloitte alumnus with over 12 years of experience, including leadership roles from Controllership to her most recent position as the Senior Director of FPampA at Maker Studios, a next-generation entertainment company. Her industry experience spans the entertainment, new media, e-commerce, advertising, consumer products and financial services industries at companies including U. S. Auto Parts, Napster, Canyon Capital Partners, TCW, Procter amp Gamble, Toyota and UTi Worldwide. Among other accomplishments, Jessica has provided all internal and external financial reporting (including SEC), supported a successful IPO, led MampA transaction support and due diligence efforts, as well as providing financial modeling, data mining and budgetingforecasting. Jessica holds a BS in Accounting and an MBA from the Indiana University, Kelley School of Business. Ken Consultant Ken is a Deloitte CPA with 15 years of experience, specializing in system implementations and development of finance organizations in the start-up phase or companies undergoing comprehensive process improvements or streamlining initiatives. Following Deloitte, Ken held Director and VP positions at Skyway Airlines and Chicago Express Airlines. Ken later joined a small team to launch Virgin America. As the founding Controller, Ken built the finance organization from the ground up, implementing key financial systems, accounting operations and cash flow forecasting. Most recently Ken served as the Corporate Controller at Virgin Galactic, the worlds first space tourism company. Ken holds a BS in Finance from Marquette University and a MS in Accountancy from the University of Wisconsin, Milwaukee. Scott Consultant Scott Longacre has over 18 years of finance and accounting experience spanning several industries with companies large and small. He is an Ernst amp Young alumnus, who was Manager of Finance for Disneys Network Television Division before he moved on to Director of Financial Planning amp Analysis for KornFerry Futurestep. As a consultant, Scott has performed system implementations, business process re-engineering, created forecasting and budgeting models, and managed internal and external financial reporting. He has filled the role of interim CFO for several companies, managing them through successful acquisition as well as post merger accounting integration for the acquiring companies. Scott holds a Bachelor of Science in accounting from the University of Southern California and is an Active CPA. Sue Consultant Sue is an active CPA with 15 years of finance and accounting experience in entertainment, media, technology and financial services. A former PwC audit senior manager, her experience includes Paramount Pictures, Disney, CBS, and State Street. Sue was the VP of Finance at Todd-Soundelux, a post-production sound leader, and the Director of Finance at Warner Music in music publishing. Sue has applied her creative problem solving skills across the spectrum of large, public to small, private companies. She has written industry research whitepapers, contributed to external publications and has experience in leading finance and accounting teams, SEC reporting, auditing, technical accounting memorandums, budgeting and cash forecasting, preparing financial statements, and enhancing processes and controls. Sue holds a BS in Accounting and a BA in Economics from the University of Connecticut. Travis Managing Director, Restructuring Practice Travis has over 9 years of experience in corporate finance and strategy consulting helping clients navigate through complex financial issues and transactions. Prior to joining 8020 Consulting, he served as a Director of Finance at FTI Consulting specializing in providing turnaround, restructuring and transaction related services. His diverse industry experience includes entertainment, automotive, real estate, healthcare, gaming, food and beverage, financial services, and technology. His core competencies include strategic planning, financial modeling, forecasting and budgeting, corporate restructuring, due diligence, post-merger integration, valuation, financial statement preparation, and operational planning. He holds an M. S. in Finance and Accounting from the University of San Diego and a B. S. in Accountancy from the W. P. Carey School of Business at Arizona State University. He is an active CPA in California and a Certified Insolvency and Restructuring Advisor. Every engagement has the potential to make a meaningful positive difference. Consistent and intensive application of the tools of financial analysis to every aspect of business operations is a massively underleveraged opportunity in the vast majority of companies, most often due to capacity constraints. We also believe: Every C level executive has some subset of their responsibilities that encompass their highest value contribution to the organization, and another subset that would best be delegated to others or eliminated entirely. Every instance of key manager turnover is an opportunity to reevaluate the position and realign responsibilities and mandates with organizational objectives, and this recalibration needs to take place before a replacement is hired. People are most motivated when they are doing work that affects change and requires full intellectual and creative engagement. One highly skilled and focused individual can make a huge difference in even the largest enterprise. Growth is a non-negotiable imperative for great companies great people are growth oriented people and a stagnant enterprise cannot attract and retain them. Every company must have a clear understanding of the key drivers of revenue and profitability and the key leverage points of these drivers to determine operational priorities. Measuring an organization and its people against specific time bounded quantitative goals is the most objective and effective method of management. Why Work Here. You know how the first 6 months of any job are the most challenging and exciting Imagine doing that all the time. Work at Clients across a spectrum of industries, sizes, and circumstances (growing, acquiring, merging, launching new products, dealing with financial restructuring) without changing jobs. Focus on applying your brain, energy and experience to doing great work for clients, without the burden of navigating office politics. Work closely and directly with our firms founders and your colleagues to help build a big, great company, and learn more about how to scale a business. Be in a company that does for a living what you do for a living, and truly values and appreciates what you do in finance. Very few financial professionals have the peace of mind that comes with an employment agreement: all of our people do, so you can focus on doing great work instead of worrying about job security. Get paid to be in constant growth and learning mode, instead of maintenance mode. Know that your great work will be recognized and rewarded, and instrumental in our firms success. Be in a company filled with really smart people who are really nice people to work with. Career Path Acceleration (Expand your financial, operational and management skills simultaneously. Get where you want to go faster. Why wait for a promotion Each year at 8020 is equivalent to 3 years in a traditional role) (Experience what its like to apply your skills in different companies, of different sizes across a multitude of industries doing something different on each and every engagement) (You wont be warming a chair at 8020. Engage your intellectual capacity to deliver departmental or enterprise impact and enjoy the satisfaction of knowing you have made a difference.) (If you do nothing but consistently exceed our clients expectations, you will have the peace of mind that comes with having an employment agreement) Team of YOUR peers Work with other smart people you will be proud to call your colleagues. (Get to know some of the most talented minds in the finance community and share the experience of building something great.) WorkLife Balance (Have the opportunity to do meaningful work without long hours. Enjoy your life. All of it.) No Travel Required (No travel required. Save your frequent flyer mileage for your vacations. You wont have to get on a plane with us.) Portable Skills Portfolio (Broaden and deepen your technical and systems skillsets to increase your marketability) Compensation (Enjoy the opportunity to measurably increase your earnings and be rewarded for your direct contributions) (Fortune 1000 level benefits-Everything you expect to find medical, dental, vision, 401K, Life, Disability, supplemental insurance options, flexible spending accounts and more) Still Reading8230 Ready to submit your Resume What you wont be doing is the same work over and over. To work here, you must be capable of translating your experiences and actively applying your knowledge to solve client problems. Your skills will be stretched and you will be required to grow quickly. Your job will be to define and understand the client opportunity or issue and solve it sometimes this will mean process improvement or automation and other times it will require you to apply rigorous financial analysis to inform operational or strategic decision making. In all circumstances, your job is to leave the client better than when you first arrived. We dont just talk about client delivery, we embody it. That means that youll be nothing but proactive and engaged and ready to do whatever it takes to deliver a satisfying client experience. If you are not ready to play at this level, this is NOT the position for you. What we are looking for: Finance and Accounting professionals that are as concerned with continuous improvement and delivering real value as we are. We insist our clients be left feeling that our work made a notable difference. A combination of intellectual agility, academic professional credentials, relentless enthusiasm and a track record of career achievements that suggests you have what it takes to deliver. You also must be great with people and able to communicate clearly and effectively with Financial, Operational and other C-level Executives. Interested in joining our team To learn more, apply online here. Career Path Acceleration (Expand your financial, operational and management skills simultaneously. Get where you want to go faster. Why wait for a promotion Each year at 8020 is equivalent to 3 years in a traditional role) (Experience what its like to apply your skills in different companies, of different sizes across a multitude of industries doing something different on each and every engagement) (You wont be warming a chair at 8020. Engage your intellectual capacity to deliver departmental or enterprise impact and enjoy the satisfaction of knowing you have made a difference.) (If you do nothing but consistently exceed our clients expectations, you will have the peace of mind that comes with having an employment agreement) Team of YOUR peers Work with other smart people you will be proud to call your colleagues. (Get to know some of the most talented minds in the finance community and share the experience of building something great.) WorkLife Balance (Have the opportunity to do meaningful work without long hours. Enjoy your life. All of it.) No Travel Required (No travel required. Save your frequent flyer mileage for your vacations. You wont have to get on a plane with us.) Portable Skills Portfolio (Broaden and deepen your technical and systems skillsets to increase your marketability) Compensation (Enjoy the opportunity to measurably increase your earnings and be rewarded for your direct contributions) (Fortune 1000 level benefits-Everything you expect to find medical, dental, vision, 401K, Life, Disability, supplemental insurance options, flexible spending accounts and more) Why Companies Work With Us. Consistent and intensive application of the tools of financial analysis to every aspect of business operations is a massively underleveraged opportunity in the vast majority of companies, most often due to capacity constraints. Some reasons why8230 The thoroughness of our data gathering around project requirements The precision of our deployment process The combination of credentials, experience, and intelligence our people bring to the project The alignment our business model creates between our People and our Clients The predictability and dependability of outcomes we provide The mitigation of project turnover risk our model produces The economic value we deliver Lots of other reasons we would rather discuss in person Contact Us 8020 Consulting Headquarters 6303 Owensmouth Avenue, 10th Floor Woodland Hills, CA 91367 8020 Consulting Headquarters 6303 Owensmouth Avenue, 10th Floor Woodland Hills, CA 91367 8020 Consulting 2029 Century Park East, 400 Los Angeles, CA 90067