Stewart Marshall

Current

Co-Founder, CMA at Cascadiance Studios

Past

Finance Manager EPS/IPS - US & Canada at Eastman Kodak
Consultant at Bryght
Controller at Blast Radius

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Recommended

17 people have recommended Stewart

Connections

500+ connections

Industry

Information Technology and Services

Stewart Marshall’s Summary

Internationally experienced CMA with 15 years post-qualified experience in a broad range of private and public companies (the last four years in Canada). Core competencies in building successful relationships with senior management, strategic planning, budgeting and forecasting from detailed analysis through to communication of final product. An inspiring leader of finance teams; a persuader, mentor and negotiator who builds relationships to support success. Thrives on change and the successful completion of projects.

Stewart Marshall’s Specialties:

strategic planning, forecasting, budgeting, business strategy, storytelling, accounting, finance, leadership, mentorship, analysis, modeling, management, team building, operations management, cash flow Management, reporting, planning, story, narrative, cashflow, activity based costing, abc

Stewart Marshall’s Experience

Finance Manager EPS/IPS - US & Canada

Eastman Kodak

(Public Company; EK; Consumer Goods industry)

October 2006 — May 2009 (2 years 8 months)

Business Support: direct liaison with Vice Presidents of two key strategic businesses within Kodak GCG – digital color printers (Nexpress) and high volume inkjet products (Versamark).

Commercial Analysis: delivery of focused financial information enabling senior management to understand, report and address key business issues.

Financial Strategy: leadership of monthly forecasting cycles involving corporate development, marketing, operations and supply chain inputs to establish and track quarterly financial commitments, driving annual strategic reviews and budgets.

Systems and Process: integration, reconciliation and coordination of existing reporting and forecasting for the region into new worldwide corporate systems and management tools.

Operations: financial approval of new and existing obligations under customer contracts, regional support for all marketing and senior management operating expenses and integration with annual budgeting cycle.
Consultant

Bryght

(Privately Held; Internet industry)

September 2006 — December 2007 (1 year 4 months)

Provided virtual financial support to CEO.
Controller

Blast Radius

(Public Company; 201-500 employees; Internet industry)

October 2005 — June 2006 (9 months)

• STRATEGY: transforming team (15) to be as well respected internally as the company creative teams are externally.

• COMMERCIAL VALUE: managed financial due diligence for the successful divestiture of business division. Post sale process and relationship management.

• MANAGEMENT: leadership of accounts payable, accounts receivable, payroll and accounting teams transitioning from underperforming overhead to an acknowledged value added business resource.

• ACCOUNTING OPERATIONS: policy and procedure development including travel and expenses, employee reimbursement and corporate cards. Executed communication included documentation, presentations and informal guidance. Initiated new budgeting and reporting cycles.