Growth & Innovation Strategy Experience

Canterbury has extensive experience in the area of Growth & Innovation Strategy across varied industries such as healthcare, finance and government / public sector.  We have

 

  • Supported a $90M+ organization in achieving a 62 percent increase in the largest division’s revenue over a two-year period and over 250 percent growth in one revenue stream over a five-year period (while increasing gross margins commensurately) by expanding its services portfolio; building a diversified team of financial and technical professionals; lowering the company’s average hourly labor rates to drive the organization’s competitive edge in future business capture efforts; and developing multi-level strategic relationships with key industry stakeholders and business partners.

 

  • Designed and implemented an internal control framework for a $169B DoD organization’s financial processes at its headquarters and 10+ subsidiary organizations. By employing novel training methods, the team was better able to institutionalize the control methodologies.  Reference to Canterbury’s Technology (link to Technology page).  Later in the course of the program, these controls were evaluated by performing rounds of substantive and dual-purpose testing (in accordance with the Federal Audit Manual) across 3,000+ General Ledger (GL) transactions that were also independently reviewed and evaluated, resulting in a confidence level of 90 percent or greater, in ultimately meeting its corporate objective of “achieving a state of audit readiness.”

 

  • Conducted hundreds of performance utilization reviews across multi-faceted organizations i.e., healthcare facilities’ unit operations and federal government departments’ comptroller operations and functions to assess the overall risks and identify areas for process improvement. These risk assessments thoroughly documented for management’s review and evaluation in order to achieve improved compliance and stronger internal control environments.

 

  • Designed, developed and applied various types of financial models to more efficiently and effectively report financial information to an organization’s staff, managers, leadership, and auditors (e.g., financial statement models to extract financial data [11 appropriations covering 18 years] from legacy accounting systems to compile financial statements; reconciliation workbooks for calculating environmental liabilities (EL) for the Weapon Systems Program; funds received and distributed to lower-level organizations; civilian payroll financial data to ensure what was paid aligned with what was reported in the general ledger accounts; and yearend closeout workbook that reconciled and “tied-out” GL accounts at various stages of the yearend closing process).

 

  • Developed a sound methodology for a Defense Department’s $13.1B financial statement (FS) line item, EL for the Weapon Systems Program and brought it through the phases of discovery, validation, assertion and assessment, and, finally, attestation.  We served as one of the central points of contact on behalf of the Department to facilitate the DoD Inspector General examination / attestation, which led to the success and determination that the FS line item was 99.84 percent accurately reported.  It also served as an invaluable experience to apply “lessons learned” for future efforts in preparing the Department for attesting its’ other line items to audit readiness.  Additionally, we trained government personnel in ensuring proper internal controls and sustaining this financial area in preparation for future examinations / audits.