Andrew Jonsson’s Experience
Executive Vice President Calgary CFO Consulting Services
My key role as a CFO Consultant, is to assess your current strategic and financial merits, find new opportunities and help improve your firm’s competitive advantage. Your business requires more than simply reporting numbers. My approach to business is through the lens of strategy and value-creation. For more information on what Calgary CFO Consulting Services can do for you, visit our Services page.
DEALER PRINCIPAL, AUTOCANADA; PUBLIC COMPANY; 1001-5000 EMPLOYEES; AUTOMOTIVE INDUSTRY
In 2015, I joined AutoCanada to lead the integration of a successful private auto dealership with Canada’s largest publicly traded automobile dealership group.
In conjunction with Department Managers; prepared annual capital and operating budgets including weekly performance reviews of the financial and strategic performance of all departments with the management team.
In this role, I was successful in fostering a corporate culture of performance, accountability and innovation while empowering staff to take responsibility for their department’s day-to-day activities and outcomes.
I led several key organizational initiatives resulting in record performance in fixed operations and in dealership efficiency. Through more efficient and effective operations, assisted in improving overall customer satisfaction and the value proposition of the dealership.
The significant achievements made in 2015 led the dealership to be awarded first place for the Calgary Herald Consumer Choice Award in the category of Domestic North American Dealer.
Director of Finance, Prairie Region Armtec Public Company; 1001-5000 Employees; ARF.UN; Civil Engineering Industry
In this role I led the transformation of the regional finance team during the 2010 corporate reorganization, which included the implementation of an SAP system. I significantly contributed to improved decision making within the Region through identifying major operational trends and conducting financial analyses across all activities of the business. I developed intricate reporting dashboards that drastically improved the visibility of business performance from month to month. Monthly reporting of Key Performance Indicators (KPIs), inventory and project performance were considerably enhanced for internal operational and financial stakeholders.
I was also responsible for leading the preparation of quarterly financial forecasts and the annual operating plan, including establishing key financial performance targets for the Region and each of its operating locations. My role expanded early in my tenure to provide leadership to the Prairie Region’s accounting, purchasing and inventory control teams (23 staff) through training, mentoring and coaching of staff to ensure employees are performing to their highest potential. I successfully integrated and retooled the accounting groups for Construction Infrastructure Applications and Engineered Solutions that transformed into a cohesive, effective and efficient team. Monthly reporting completion moved from 15 to 7 days under my guidance.
Chief Financial Officer Envision Engineering and Contracting Inc; Private Company: 100-500 Employees; Construction and Engineering Industry
My role was instrumental in the identification, effective integration and growth of corporate acquisitions for the Envision Group. With my leadership the organization grew from 45 employees with $4 million in revenue to 400 employees and $80 million in revenue in a two year period. Overall shareholder return and bottom line profits surpassed expectations during this same time frame. I provided overall leadership, growth and direction for the financial component of the organization through innovation and progressive changes in performance measurement and management. I worked effectively with all areas of the organization to enhance overall productivity and develop strong partnerships between business units. I effectively introduced key business partners in areas such as finance, IT and accounting that enabled the organization to effectively grow and operate during rapid expansion. During my tenure I created a work environment of accounting and financial leadership that effectively supported the operations of the organization. This allowed the accounting team to act quickly in providing current, concise and relevant information to support strategic decisions. Through empowerment of my accounting team, productivity and internal relationships were strengthened. This ultimately lead to long term employee job satisfaction and the sense of ownership within the company. I created a disciplined, high performance culture within management that lead to timely and effective decision making.
Head of Finance, Western Canada Aviva Canada Public Company; 1001-5000 Employees; AV; Insurance Industry
During my tenure I introduced a comprehensive strategic planning process which led to a dramatic improvement in the achievement of key business objectives. As the budget coordinator for the division, I was responsible for presentations and negotiations with members of the Executive Committee. I was also responsible for providing strategic financial advice, financial statements and financial management strategies to the senior management team that led to greater insight to business opportunities in Western Canada. I continually provided deal support to key strategic broker partners to achieve growth objectives as well as reviewed and recommended enhancements to the core financial systems, leading to the introduction of “best practice” performance measurement tools for management. I created pricing and costing models contributing to competitive advantage strategies. I was recognized as a key enabler in the business unit which led to surpassing growth and profit targets during my tenure. As well, I was recognized by the Executive Vice President and CEO for team contributions and level of commitment and capability of assistance towards achieving stated business objectives.
OPERATIONS ACCOUNTING MANAGER; INTERNAL AUDITOR; MANAGER, SERVICE PROCESS IMPROVEMENT;
FINNING (CANADA), PUBLIC COMPANY: 5,001-10,000 EMPLOYEES
I joined Finning (Canada) in February 1999 as the Operations Accounting Manager, overseeing a staff of 15. As the organization was in the middle of moving its head office from Vancouver to Edmonton, I led the transfer of the Operations Accounting group’s functionality to a brand new team. I successfully facilitated process improvements initiated in Operations Accounting in conjunction with a staff reduction of 25%. In February 2001, I was promoted to the position of Internal Auditor for Finning (Canada), responsible for the review of complex business units and functions where the need was identified for risk mitigation and significant cost reduction. Highly effective internal audit reports and recommendations were presented to the executive management team at Finning International for implementation. In February 2002, I was promoted to the Manager of Service Process Improvement, where I had ownership of identifying and implementing service process improvements at Finning (Canada) through the application of Six Sigma and the Ben Graham Process Methodology.
Andrew Jonsson CPA, CMA is an accomplished professional accountant with 22 years experience and demonstrated success in the areas of M&A, financial management, strategic performance management and business planning. Recognized for value-added contributions to the strategic success of both private and public organizations by combining professional and technical accounting expertise with a common sense approach to business financial practices with team focused results and strategic relationships.