Brian Weyman

Lead a Financial Planning and Analysis team in a matrixed organization with $27M in operating expenses and $4B in business volume, annually. Oversee staff, financials, and KPIs/OKRs to manage business operations. 

Develop 5-year strategic financial plans for government-wide programs to grow market share, spend under management, and support Category Management principles.  

Lead ad-hoc projects from inception to completion in support of senior leadership’s top priorities, ensuring timely execution and alignment with organizational goals and strategy. 

Evaluate P&Ls to make strategic decisions to improve bottom line results: increasing market share, reducing costs, and adjusting fees. Upon arrival in the organization, programs lost $4.3M in 2021 and subsequently generated over $25M in profit from 2022-2024. 

Create detailed financial models for forecasting results, enabling senior leaders to evaluate business performance and strategic opportunities. 

Manage and prioritize multiple, high impact projects simultaneously, ensuring accurate and timely delivery of data insights to key business partners 

Created and obtained approval on a $160M business case to fund the federal government’s first government-wide shared service offering based on integrated business standards for Travel & Expense. 

Built the associated Travel & Expense business case cost model, capital investment requirements, and payback period, ensuring full cost recovery. 

Presented Travel & Expense business case material to senior leaders (C-suite) and government-wide stakeholders, justifying the cost savings and efficiencies gained ($344M in savings, 1098% ROI over 15 years). 

Conducted a financial solvency analysis on a 70+ year old government-wide program based on collection projections, legal interpretation of court rulings, and expense scenarios – resulting in $10M cost savings, annually. 

Provided expert consultative support to leadership by interpreting complex data, delivering actionable insights 

Negotiated with senior leaders at the Department of Defense on rates for using GSA’s airfare and lodging solutions, emphasizing value proposition and ensuring cost recovery – successfully stopping them from establishing redundant contracts and saving taxpayer money. 

Formulated a Work Breakdown Structure and RACI portfolio for a 90-person organization that resulted in a reassignment of roles and responsibilities, ensuring resources were aligned to the most impactful projects. 

Led a team responsible for the annual budget formulation and execution analysis of a $17B budget, inclusive of direct and indirect costs, and Cost of Goods Sold. 

Partnered with other departments to gather insights, streamline processes, and improve financial planning success. 

Analyzed initial Covid-19 impacts on GSA Fleet and Travel, Employee, Relocation, and Transportation business lines, which resulted in decreasing utilization and supply chain challenges that necessitated fee adjustments. 

Redesigned status quo monthly presentations to GSA leadership that significantly expanded the storytelling to accompany the financial numbers, building trust and providing a plain language narrative to use with external stakeholders. 

Analyzed $55M worth of business cases across IT, Professional Services, Assisted Acquisitions, Travel, Fleet, and Logistics programs and provided funding recommendations to leadership based on ROI, payback period, and likelihood of success. 

Drove improvements in FTE budgeting by creating a tool to increase efficiency and accuracy. 

Identified and assessed financial risks and worked with business lines to implement mitigation strategies. 

Led a project management team that created an agency-wide financial planning application to replace an outdated manual process with a web-based tool for budgeting and cost allocation. 

Analyzed large volumes of business data, identifying key trends and actionable insights to inform business strategy and improve operational efficiency 

Selected to work on a 3-person team, reporting directly to the CFO and collaborating with C-suite executives, to identify and implement cost codes across the agency to track and reduce overhead functions and costs. 

Analyzed Fleet cost categories (petroleum, maintenance & repair, and used car sale profit margins) and projected 2-year impacts to the P&L plans. 

Identified delinquent accounts receivable payments for office rent, drafted communication to customer agencies, and recovered $2.7M in unpaid revenue. 

Built custom queries in SAP Business Objects to identify transaction level trends that were otherwise lost in summarized budget and financial reports, leading to higher quality projections. 

Improved allocation methodologies to more accurately distribute centralized costs to business lines. 

Managed a fixed asset audit of all business units (1,600 assets) on site. 

Created and automated worldwide Ethicon monthly sales schedules. 

One of six-person team to prepare Professional Wound Care divestiture (largest in J&J history); $270M in 2007.