Jessica Arno

Direct report to the CFO and strategic thought partner to the Executive Leadership Team of a $10B Fortune 500 company, supporting the organization to maximize profitability, embrace continuous improvement, and increase shareholder value Finance leader of the Operating Model Realignment Program, partnering with internal & external resources to deliver $30M of in-year Adjusted Operating Income benefit, with long-range plans to deliver >$200M in run-rate savings

Head of FP&A and Interim SVP for the $7B+ Products & Healthcare Services segment, including the Global Products, Distribution, Services, and Outsourced Logistics business units Identified, tracked, and enabled the segment to deliver >$100M in incremental profit opportunities, including margin-up initiatives, pricing actions, vendor profit sharing, and segment restructuring, resulting in double-digit gross margin rate expansion year-over-year

FP&A leader for the company’s largest business unit, including direct financial ownership across the Global Supply Chain and Supplier Relations functions, ensuring delivery of critical medical supplies and personal protective equipment (PPE) to healthcare providers during the height of the global coronavirus pandemic Overachieved full-year Adjusted Operating Income targets by >$20M, including +8% topline growth and double-digit gross margin expansion, while achieving operating leverage on expenses year-over-year Managed all aspects of the business unit’s financial planning & reporting processes, including annual budget, financial forecasts, long-range planning, management reporting, capital planning and strategic investment prioritization Key finance partner for O&M President & COO in evaluation of strategic initiatives, including distribution network optimization, supplier relationship management, commercial deal reviews, and working capital management

Supported the CEO, CFO, and global plant GMs in the development and presentation of strategic long-range plans, annual operating plans, monthly financial forecasts, and business continuity scenario planning, highlighting opportunities for revenue growth, cost efficiencies, and working capital responses to dynamic micro / macro-economic environments Drove global process improvements by integrating financial planning with data analytics, gaining internal and external perspectives to influence cross-functional cooperation and leverage for fact-based strategic recommendations

Developed internal and external communications, including earnings call scripts, investor presentations, and Board of Directors materials, that clearly and consistently connected company performance to short-term and long-term goals Created & maintained competitive data sets, peer group studies, market trends, and industry & investor analyses, including summarizing complex financial models and valuation comparisons for executive communications Increased shareholder value by cultivating relationships with institutional investors & sell-side analysts and building market confidence in the company’s strategic vision

Led the Finance team in supporting the strategic vision for HBI’s $1B+ international consumer-direct footprint, managing change and building global retail expertise in a historically wholesale-driven matrix organization Partnered with C-Suite, Corporate Development, and Business Segments to drive strategic initiatives, allocate capital effectively, integrate acquisitions, benchmark internal & external metrics, and grow the profitability of the omni-channel platforms, including forecasting, tracking, and analyzing financial performance across new & existing retail formats Assisted the Global Supply Chain & Distribution Network with analytics, metrics, and initiatives as the organization pivoted to support double-digit growth in direct-to-consumer sales Oversaw budgeting, forecasting, long-range planning, variance analysis, risk assessment, project management, and financial modeling across the global consumer-direct channels Mentored, coached, and developed direct and indirect reports into a best-in-class Finance team

Directly supported the CFO of Corporate Services & Direct to Consumer in driving financial rigor and business synergies across the global Supply Chain, Technology, and Retail Strategy teams, in order to delight end consumers with the right product, at the right time, in the right location, and at the right price Continuously evaluated the financial performance of VF’s $3B+ Direct to Consumer channels, including 1,400+ Full Price and Outlet stores worldwide, providing senior leadership visibility to market segmentation and fact-based recommendations for strategic investments Finance partner in the VF Retail digital transformation, providing critical analytical support to the Direct to Consumer and IT teams in the omni-channel pursuit of seamlessly engaging consumer experiences across all retail platforms

Key finance partner to the VP of Global Operations in the execution of the Global Supply Chain Sales & Operations Planning (S&OP) process, including standardization of KPIs and tools to track organizational progress with a focus on Direct to Consumer strategies. My position included ownership of Global Production analytics on $5.7B / 550M Units, including detailed product cost / benefit analysis of internal manufacturing and global sourcing by brand by country. My team and I regularly prepared presentations and financial commentary for review by the VF executive leadership team, Board of Directors, and Operating Committee, including analyses leveraged for quarterly external Analyst reporting and annual 10K filings. As an example of the projects I led in this role, I created the first consolidated model to analyze global VF Inventory on a constant-currency basis, providing critical leadership visibility into operational vs. external business concerns. I also leveraged the monthly S&OP process to establish a regular cadence by which the executive leadership team gained visibility to global SKU performance.

Strategic financial planning & analysis HQ role supporting the corporate finance and international operations teams within VF Corporation's Global Supply Chain organization. My position worked closely with the Supply Chain executive team on key strategic initiatives, including global inventory management, manufacturing and procurement best-practice sharing, sales & operations planning, budgeting and forecasting. I was responsible for all financial planning and reporting on ~$2B of inventory world-wide, and I provided direct analytical support to the Vice Presidents of Operations for over 20 globally recognized brands.

Operational finance role in one of GE’s largest manufacturing facilities, with exposure to upper management in both Finance and Manufacturing (Global Supply Chain Management). My position provided direct financial support to the Greenville Manufacturing Plant Manager and her leadership team, driving efficient business performance through forecasting & analytics, scorecards and effective cross-functional communication. I worked with the plant operating team to drive goal execution by identifying ways to mitigate financial risks & capitalize opportunities. I directly owned the financial management & reporting of plant functional costs (~$30M Variable, $150M Base annual) and Plant & Equipment spend (~$50M investment, $18M program expense annual). I served as the finance manager for the Greenville Parts & Repair Service shop, responsible for all forecasting, tracking, invoicing, and financial reporting on $30M in annual shop revenue. My role also managed & forecasted $144M in annual total factory labor cost, working with HR to drive visibility into allocation of resources to meet production needs

Global HQ FP&A Analyst: o Owned Quick Market Index (QMI) process for global business, including functional realignment and management of HQ staff budget o Established operating rhythm for monthly headcount council, driving visibility into regional allocation of resources in accordance with global strategy Commercial Finance Analyst: o Supported global commercial team as a finance liaison, tracking current business trends and investigating variances in performance o Collaborated with commercial team on the merger of two intercompany businesses, consolidating reporting and streamlining Orders/Sales analysis during integration Global Nuclear Fuel FP&A Analyst: o Enhanced commercial cash flow forecasting through collections & disbursement analysis, sales revenue tracking, and process improvement of ERP backlog reporting o Drove engineering productivity by tracking project hour allocation and analyzing cost drivers Engineering Manufacturing Finance Analyst: o Analyzed financial performance for monthly executive operations reviews and HQ reporting o Developed Op Plan budget forecasts, owned labor metrics reporting, and executed internal billing