This is a PowerPoint deck we developed, using the "Pecha Kucha" method, to document our first year accomplishments and second year objectives for presentation to a variety of executive audiences.
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FinanceFY2009 Accomplishments
FY2010 Goals and Objectives
FY 2009 Accomplishments
•Creativity•Global Expansion•Technology
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At the beginning of FY 2009 Bob Iger encouraged us to focus our goals and objectives on the three pillars of Creativity, Global Expansion and Technology. That same year DIMG was officially created from WDIG and DIS and the International business unit was abandoned in favor of a Globally focused segment. DOS was also created at the beginning of this fiscal year. This is our story of Success.
People and CultureTeam Building Successes in FY 2009
When DOS was formed there was literally no one to lead the Finance effort for this new organization. Troy collaborated with Bruce Hausmann, Bruce Gordon, Lane Merrifield, Pascale Audette and many others to recruit me as the Director of Finance for this new department. Troy and I then visited the only established DOS offices in UK, Canada and NoHo to meet with stakeholders at various levels of management to introduce the new department and agree on direction. Gary recruited Patricia Payne as the Manager, Finance for DOSCA who then recruited Colleen Ollenberger as the Senior Financial Analyst. Together we rounded out the rest of DOSCA as it exists today with Iris Work as our Department Coordinator and Lana Ricci as our Financial Analyst. For DOSLA, with Troy Skabelund’s deft leadership and partnership, we recruited Sarah Eggebrecht as the Associate Manager, Finance for DOSLA who then recruited Jennie Ngo as the Senior Financial Analyst. Together we round out our team with our new dedicated buyer, Greg McMillan.
People and CultureTeam Building Successes in FY 2009
DOS Finance – Partners
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DOS Finance – Partners for 2010!
People and CultureCollaboration
•Partnership•Processes•Protocols
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DOS Finance as a newly formed organization has empowered team members and business partners to collaborate to optimize decision making through standardizing processes, communication protocols and information sharing between both studios and around the world.
People and CultureGlobal Expansion
•Started by Partnering with•Regions•Operations
•Results:•Regular meetings•PSR Resource Optimizer•POS Reporting•Tipping Point Analysis•Payroll Automation (ADP)
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In order to support Global Expansion we’ve set up regularly scheduled meetings and info sharing protocols with our offices in UK, AU, BR and AR as well as our regional finance leads in Japan and China. We’ve also engaged our functional partners by attending and participating in their regularly scheduled tactical and strategic meetings. We’ve partnered with the product and marketing leads to create new more relevant revenue models, with CSD to build a PSR Recruiting Calculator that measures key metrics for workload against FTE capacities as well as a 24 hour multi time zone schedule to help optimize resource deployment, with Merchandising to develop reporting conventions for our licensed product, with Business Management/Facilities to articulate a Tipping Point Analysis tool to help with space planning, with Human Resources to migrate payroll processing from Ceridian to ADP, thereby streamlining timecard transaction processing as well as payroll accounting enabling us to triple our staff since acquisition without adding payroll processing resources.
We have empowered ourselves by documenting our processes, agreeing key performance measures with our constituents and publishing against those monthly. We now regularly hold internal staff meetings as well as collaborative review sessions with our customers. And!, we’ve taken training classes in Excel and Access as well as identified and taken action on a variety of process improvements.
People and CultureExcellence with Passion and Diversity
By recruiting and retaining excellent and passionate people we have, while building our team, been able to handle the complexities associated with the DOSLA reorganization by working closely with HR and Accounting to restatus and establish the new product focused directorships. In Q1, a major effort to restructure the PCCC hierarchy to support OI category reporting required by OPA and DIMG Finance was successfully undertaken and executed in spite of major obstacles. Subsequently we have tuned this hierarchy and closed hundreds of redundant cost centers. Within months of DOS having been formed we have assembled and reviewed with DOS management comprehensive decks that cover both DOS studios. In 2009 we built the reporting foundation which serves as a tremendous step forward toward becoming a global studio.
Creativity and Product
•Value add; not just scorekeeping•Strong and recognized metrics:
•CPGA•ARPU•Average Customer Life•Marketing Spend per Revenue $•B/E Analyses
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One of the major challenges of our role has been to make Finance more relevant and valuable to our customers – not just score-keeping for Disney – and thereby improving the accountability of our client departments. By restating the financials in terms of operating metrics we have assisted our customers’ interpreting the outcome of past business decisions as well as assessing/forecasting the risks and opportunities of future business decisions. Our review decks now boast universally accepted key performance indicators such as CPGA, Churn, Month-End Subs, ARPU, Average Subs, Average Customer Life, Marketing Spend per Revenue Dollar, Contribution To Overhead, Operating Income, and Break Even Analyses by Product at a variety of burden levels.
Creativity and ProductTechnology
•Results:•Tuned portfolio of Excel workbooks•Process Optimization Project
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We created and then tuned a portfolio of Excel workbooks to make consolidation and information retrieval and reporting easier and more standard across the studios. Recently, we embarked on a Process Optimization Project though which we will make our processes even more efficient by assigning data management, organization, and information retrieval to Access, an inexpensive graphical interface with an SQL back-end. In concert with this initiative, we have documented our current processes, formally agreed our business requirements as well as the design and functional specifications. The project is currently in build mode and is on schedule for go-live in November.
Creativity and ProductSystems and Processes
•Results:•8 RFs•5 Strat Plan Versions•4 AOP Submissions
•Over a 9 month period…
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We completely rebuilt our AOP, issued eight reforecasts, five versions of strat plan, and four versions (so far) of FY2010 AOP. We established baseline Systems and Processes for retrieving and organizing data as well as reporting relevant information. We have created an atmosphere of comfort within which Senior Management can review and evaluate the information we provide.
Woooo Hooooo!
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Congratulations Team! You have really scored! Let’s give ourselves a round of applause!
FY 2010 Vision
We provide senior management with
The best information
To support the best decisions
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In 2010 our vision is to Provide senior management with The best information To support the best decisions
•Business Intelligence•Beat the AOP
•Global Expansion•Offline Products•Manage Growth
•Global DOS Culture•New Products and Initiatives
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We will realize our vision through supporting and engaging with Business Intelligence to Beat The AOP. We’ll continue to support Global Expansion as well as the growth of our complimentary Offline Products Portfolio. As our business continues to grow we will refine and add to our catalog of KPIs and endeavor to find opportunities whereby we can leverage scale. Through building on our base of common tools and processes we’ll seek to enhance our Global Disney Online Studios culture. We’ll partner with the business to articulate relevant business models and standards with which to measure the likelihood of success of our new products and initiatives.
FY 2010 Goals and ObjectivesBusiness Intelligence
•Key Performance Indicators
•Financial Modeling
•Decision Support
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We will work closely with Business Intelligence to develop metrics upon which improved financial models can be built and results monitored and interpreted.
FY 2010 Goals and ObjectivesBeat the AOP
•Robust analytics
•Timely Reporting
•Process Optimization
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We will Work closely with Department/Region heads to develop metrics to monitor progress against their stretch targets Develop a robust, flexible, financial planning database, analytical tools and reporting processes to help our products deliver against our stretch targets Develop and deliver appropriate models and reports, including scenario analyses, to enable Department/Region heads regularly to review progress and evaluate alternative actions
FY 2010 Goals and ObjectivesSupport Global Expansion
•Global Tax Compliance
•Build relationships
•Optimize processes
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We will stay ahead of global expansion initiatives. By – Developing and maintaining financial models that accurately represent regional attributes (local distribution agreements, payment processors, foreign exchange and tax implications) Establishing and maintaining Global Compliance Protocols and Processes Recruiting resources which will help us to establish and maintain Global Tax compliance processes
FY 2010 Goals and ObjectivesSupport Growth in Offline Products
•Report POS Data
•Resource Allocations
•Virtual P&Ls
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To support growth in offline products We will: Monitor actual use of Production resources for the benefit of other LOBs and evaluate impact on FY10 re-forecasts Work with Merchandising to develop and maintain systems to report accurate and timely Point of Sale (POS) data Collaborate with Executive, Merchandising and Production to determine what other decision support and analytics can help to support growth in “out-of-world” products
FY 2010 Goals and ObjectivesGrowth With Scale
•KPIs
•Process metrics
•Cost/benefit
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To support growth with scale we will analyze work processes and derive workload metrics to develop cost / benefit models.
FY 2010 Goals and ObjectivesOne Global Studio
•Common tools
•Allocations
•Collaboration
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We will continue to collaboratively structure processes, reporting and analytics that encourage team thinking which focuses on DOS as a global studio. By – Across all studios and regions: Helping to develop a single vision and strategy.Developing communication structures and tools which promote cross-Studio and inter-regional collaboration Promoting regular information sharing across both Studios and all regions, including comparative operational information and best practices Developing common forecasting, planning and analysis tools and reports across both Studios and between all regions Recognizing and celebrating Studio-wide global success Developing and regularly reviewing/tuning shared cost allocation models so that they continue to fairly represent shared resource utilization
FY 2010 Goals and ObjectivesNew Products and Initiatives
•Business Models
•ROI
•Streamline e-commerce
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We will collaborate with senior management and team leaders to create business models that articulate a variety of monetization alternatives based on new products and initiatives, like for example, Main Street, iPhone apps.
