8:00am – Check with team to make sure there are no urgent requests/issues that need to be taken care of from an invoicing or service standpoint.
8:30am – Meet with Doug, our Vice President and General Manager at Collabrance, to put together a presentation and talking points for our upcoming strategic planning offsite meeting.
10:00am – As part of the strategic planning process, Collabrance leaders review performance compared to budget and look at five-year forecasts for revenue and profitability. I review some stress-test modeling for our revenue forecasts that will be discussed at this upcoming offsite meeting.
11:00am – Work on strategic initiatives. Every year Collabrance puts together strategic initiatives to help our business continue to grow and evolve. Part of last year’s process was to evaluate our pricing strategy to better align with our service provider partners, so each week/month, I spend time evaluating recent results and looking at trends to find any problem areas, as well as areas that Collabrance is performing well for profitability.
12:00pm – Run over to the local YMCA on my lunch break to join a few other GreatAmerica and Collabrance team members for a run outside together.
1:00pm – Besides going on a wonderful week-long trip, part of winning an Outstanding Achiever Award at last year’s GreatAmerica awards banquet includes reviewing and selecting next year’s winners. This is a peer nominated award. The committee has a meeting tomorrow to review nominations, so I review and prepare my questions and comments in advance for the meeting.
1:30pm – With quarter-end fast approaching, I review our quarterly enhancements and make some adjustments needed to the pricing schedule and legal agreements.
2:30pm – Interview with potential candidate for a GreatAmerica Finance Internship. One part of my role that I really enjoy is being able to help with the hiring and training of our interns. I also get the opportunity to help with our structured interview process for all GreatAmerica positions.
3:30pm – Whiteboard session with Chris, our Contracts Administrator at Collabrance, to review our invoicing process. We are constantly trying to identify ways to automate and improve tasks like how we access credits, reporting needs of Service Providers, product codes, etc.
4:30pm – Every year I put together a twelve month and five year budget for Collabrance that begins in December. I schedule a few meetings with the leadership and sales teams to discuss goals and anything we need to make sure we are accounting for expenses. Getting buy-in can be difficult at times, but being a leader in the development of our operating and financial strategies is one of the most fulfilling aspects of my role.
Corey Kerns, Director of Finance and Operations, is responsible for developing and monitoring key performance indicators, as well as assisting in the evaluation of profitability, efficiency and automation strategies. Prior to joining Collabrance in 2015, Corey started at GreatAmerica in January 2011 and served as the Senior Business Unit Analyst for the Communication & Data Group. As the Business Unit Analyst, Corey led all activities with respect to financial controls and evaluating the financial implications of the business unit’s operating strategy. Corey received his B.A. in Business Administration from Wartburg College and an M.B.A. from the University of Iowa.