5. # 5
Current State vs. Future Vision ofCurrent State vs. Future Vision of
Finance Excellence ProgramFinance Excellence Program
Current State – Q2 2005 Future Vision – Q2 2006
Organizational silos Business partners
Task orientation Results orientation
Reactive - data focused Proactive economic analysis to
support business decisions
Skills focused on tasks Strong analytical and technical skills
Maintain status quo Continuous improvement
Complex systems environment Enhanced systems environment
6. # 6
Organizational DevelopmentOrganizational Development
• Vision
• Structure
• Skills and Attributes
• Phases
Phase Attributes Timeline Action
1 Build 6 months Right structure, Right skills, Right
attitude
2 Grow 1-2 years Right size, Right systems, Right
processes
3 Sustain Long-term Edge, Energy, Agility, Influence,
Opportunity
7. # 7
Organization StructureOrganization Structure
Organize around key business partners / stakeholders with
clearly defined and well aligned roles and responsibilities
• Roadway/Corporate leadership – FP&A (Rev. analysis; Ops. Analysis;
Financial planning; Capital planning)
• Corporate stewardship – Accounting (Financial reporting; Accounting;
Internal controls)
• DVPs/Field (Key profit centers) – Field Finance (Profit analysis and
Performance vs. Plan by division/district)
• Roadway business – Business Performance Management (Cost
model; data warehouse; daily, weekly, monthly business reports; special
projects)
8. # 8
Actions Accomplished – Q2-2006Actions Accomplished – Q2-2006
• Right Structure – Right Size – Right Skills
• Roadway Finance Leadership Team
• Seamless Transition while focusing on and delivering value creation
• Successful integration of Field Finance into Field Management
• Phase 2 of RFE programs in process:
– Peoplesoft and System Environment Optimization
– G&A and Field Budgeting and Reporting Tools Upgrade
– Revenue Analysis for Results Optimization;
– Effective Management Reporting; and
– Costing Model Revision.
9. # 9
Roadway Finance Today: A Strategic BusinessRoadway Finance Today: A Strategic Business
Partner Focused on Value CreationPartner Focused on Value Creation
• Early beacon – constant vigilance on key metrics
– Ops: LF, Op. Productivities, Labor mix, Safety, Key Cash Flow drivers
– Sales: Cust Mix, Product Mix, CSNI/TRI, Churn, Revenue Quality, Volume, Service
– Fin: Meeting commitments – Plan, Forecasts, PI; Adequacy of Reserves, SOX
• Business partnership with Sales, Ops, & Field
– Examples: Strategic Rev Analysis Team, LF HIT Team,
– Build bridges through movement of personnel between Finance, Operations, and
Sales/Marketing/Pricing
– Field profit bridges with key drivers, and monthly/quarterly Field Review Meetings in
collaboration with Sales & Operations. leading to timely actions with cross-functional
support.
• Business Performance Steward
– Track performance vs commitments
– ID areas of opportunity and cause action to deliver
– Ongoing tracking & feedback
• Partner in setting strategic vision, stretch goals, and path to get there
– LT Profitable Growth, Asset Utilization, Optimized Network,
10. # 10
Roadway Finance: Next StepsRoadway Finance: Next Steps
• Partner with Roadway Leadership Team to create Strategic
Vision:
– Vision for 2010 and How to get there
• Focus on improving return on investment through improved
asset utilization
• Improved performance on Revenue waterfall (from Gross to
Net)
• Tools upgrade
– Integrated Forecasting, Management Reporting, Costing Model,
Executive Dashboard, Decision Support Tools, Online training
• Constant skill upgrade
• Well-defined career paths
