While financial management and financial accounting are the core disciplines for the financial silo to operate smoothly and effectively within an organization, these are the most basic of competencies to oversee these operations.  In the continually evolving modern corporation, the success of the financial department will come with leaders that also understand strategic management and data science.

The natural integrations that arise throughout the entire value chain, inclusive of the identification of points for data collection, provide the potential for strategic alignment of processes, a developing competitive advantage, and data that enables cost management, performance management, operational improvement, strategic planning, forecasting and budgeting.  However, in order to evaluate the value chain for these possibilities you need a leader that has experience in areas beyond financial management and accounting.    

In the field:

• Experience developing reporting for financial statements, reporting for debt covenants, models, budgeting and forecasting from scratch for SMB and midsize companies with brick and mortar locations up to $1 B in annual revenues. 

• Experience collecting and analyzing data from internal and external sources including data from the Treasury, USDA, Indeed (labor data), US Census, FCC and universities for the use in pricing strategy, product offerings and profitability analysis, Inventory financing decisions, and capital planning decisions relative to customer segments.  Using external data provided the basis for several insights and strategic implementation. 
  1. Inventory financing aka floor financing depends on interest rates, holding time of inventory and average total inventory value.  The dynamics of Fed policy changes in the prime rate and the market rate on the 10yr treasury affect interest rates on financing.  The target customer segments and various socioeconomic traits affect what is being purchased.  This analysis flagged a 10x increase in interest payments annually coming out of the shutdown.
  2. Pricing and product offerings for labor intensive activities that were billed and scheduled on a recurring basis, and offered nationwide, required analysis in regional weather, regional labor costs and billable vs nonbillable time to arrive at a competitive product package.  This created the basis for the companies product plan.
  3. Capital planning with scarcity of resources in mind required evaluation of the best usage of heavy equipment and labor to replace copper with fiber optics.  The goal was to use the clustering of customer traits that were most likely to purchase different product tiering, use Census data to find the customer density in and area, and then arrive at a CLV to create a NPV/IRR model.  This resulted in a single metric to rate areas for development using a k-means clustering approach. 

 

• Experience on teams involved in data migration and data validation from POS (point-of-sales) systems, logistics applications, inventory applications, and accounting systems into data warehouses.  This resulted in checks on data calculations in the POS that needed adjustment and a central location for organizational data that was curated by schema for teams with granted access so that modelers all used the same data.

 

• Lead Acquisitions, Due Diligence, FP&A, and Post-Integration of services based companies with multiple brick and mortar locations in multiple states with valuations ranging from $20 to $30 million.  Post-Integration collaboration included efforts and planning with Sales & Marketing, Operations, HR, IT, and Accounting. 

William has worked within several industries and on a variety of projects, FP&A, Cash Forecasting, Operations Forecasting, Strategic Planning, Multi-location Budgeting, Capital Planning and Budgeting, Acquisitions and Integrations, Pricing Strategy on multiple product lines and combinations, Data Planning and Integration, Cost Behavior Analysis in labor intensive industries, as well as internal financial reporting, dashboards, and models, and external financial reporting for regulatory compliance.  He has worked for both private and publicly traded companies and private equity backed firms with revenues from $100 million annually to $1 billion annually.


Additional skills and interests that William has enjoyed include CAD designing, MIG & TIG welding, wood working, leather working, rebuilding engines, HAM radio (technician's license KM6ERH) and writing.  He lives in Dallas, Texas.

William Bryant
MSc | MBA | CMA

Focus:
FP&A
Modeling
Cost Analysis
Data and IT

Professional Certifications:

Certified Management Account (CMA) ​  

Institute of Management Accountants (IMA)

PL-300 Microsoft Power BI

Microsoft

Education:

Masters of Science in Finance (MSc)

University of Texas at Dallas, School of Management

Masters of Business Administration (MBA)

University of Texas at Dallas, School of Management

Bachelors of Arts in Mathematics (BA)

University of St. Thomas

CPE Certifications:

CFO Course and Guidebooks

Accounting Tools (IRS CPE#72821)

Corporate Cash Management

Accounting Tools (IRS CPE#72821)

Financial Planning and Analysis Certification

Institute of Management Accountants

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Substack:

williamfbryant.substack.com

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Blog Posts:

Accrual Accounting and the Financial Statements
Customer Segments, Analysis, and FP&A
The Corporate Boondoggle ...or... How HR is F-in Up Your Company


Academic Papers:

Portfolio Planning and Valuation of Equities
Independence in Time-Series Models: Dow Study Pre and Post Housing Crisis
Regression Model: Stock Returns on Consumer Credit
Regression Model: Stationary/Cointegration