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Versatile Financial Professional

A successful and versatile financial professional with 20 years of progressively increasing responsibilities in leading complex global organizations in the consolidation, analysis and reporting of combined annual budgets of $500 million. Directly managed the business processes supporting collections of more than $5 billion in revenues for the world's largest entertainment company. A specialist at process change and best practice implementation, resulting in improved efficiency, consistency and standardization.

Expertise includes outstanding analytical, communications, financial, accounting, auditing, planning, business integration, organizational redesign and P&L skills.


The Walt Disney Company, Burbank, California 1992-Present

Vice President/Controller, Global Licensing, Glendale, California (2001-Present)

Directed all accounting operations for the global licensing business, consisting of more than $1 billion annual royalties. Managed a staff of 40 accounting and contract administration professionals, administrators, and interns.

  • Led the development of global best practices that achieved consistent policies and procedures for licensing contract administration in five regions with 3,000 licensees. Region headquarters are located in Glendale, London, Shanghai, Tokyo and Buenos Aires.
  • Implemented process changes in the North American contract administration, which provided a more streamlined approach for licensing and improved timeliness of contract execution.
  • Established global reporting metrics and identified system enhancements that permit better control, standardization, and consistency in contract administration and collection of royalties across all regions.
  • Led a cross-functional team that integrated licensing operations as a result of the acquisition of Fox Family Cable Channel, the Muppets and Miramax into the Disney Consumer Products Division, representing a significant increase in licensing activity.
  • Developed an agenda and chaired the annual Disney Consumer Products Controllers Conference with more than 50 representatives from every region.
  • Reviewed all significant business transactions within the licensing businesses for Merchandise, Publishing and Buena Vista Games to ensure that accounting was consistent and in compliance with corporate accounting policies and procedures as well as GAAP.
  • Redefined the Revenue Accounting Department structure, creating a new leadership position for greater synergy within the licensing group.

Director, Operations Planning, Corporate Headquarters, Burbank, California (1998-2001)

Oversaw financial planning for the Disney Consumer Products Division and the Disney Internet Group with combined operating budgets of $1 billion.

  • Led a section of a taskforce that evaluated shared services as a means of cost reduction throughout the entire corporation, identifying an immediate $6 million in annual savings. With the later introduction of SAP, the company is now realizing significant savings as a result of this study.
  • Created monthly drivers of shareholder value including key P&L items, working capital and capital investment so that management could compare each operating unit's performance to budget, forecast and prior year. This provided rapid and precise control, revealing deviations from plans.
  • Evaluated the viability and profitability of outsourcing the supply chain functions for the company's retail operations.
  • Evaluated business strategies and made recommendations to senior management, resulting in a $125 million annual saving.
  • Reviewed budgets against various metrics and models, providing senior management with indicators where there were inconsistencies, irregularities, unexamined opportunities and abnormal risks.

Director, Financial Planning, Disney Consumer Products, Glendale, California (1997-1998)

Assisted individual lines of business in preparing operating plans and annual budgets as part of the division's annually planning process.

  • Examined opportunities where restructuring, right sizing, consolidations, eliminations and/or subcontracting would be preferable. The results of these studies identified $30 million in annual savings.

Senior Manager, Finance, Regional Operations, Disney Consumer Products, Glendale, California (1996-1997)

Redesigned the profit and loss statement format for all vertical businesses to provide a consistent and uniform presentation of financial information that permitted easy evaluation and consolidation into the division's reporting and analysis.

  • Established a pre-budget key issue review with senior management, which identified issues and opportunities earlier in the process.
  • Developed and led the financial analysis portion of a business justification that resulted in selecting a new Enterprise Resource Planning tool.

Senior Manager, Accounting, Merchandise Licensing, Disney Consumer Products, Glendale, California (1994-1996)

Created a new format for capturing licensing revenues for more than 500 licensees in excess of 1,000 contracts, eliminating reporting errors, improving the timeliness of data and accuracy, reducing audit findings, and ensuring compliance with contract terms. Business revenues were $300 million. Supervised a staff of nine accountants.

  • Developed control processes to improve cash flow and revenue losses.
  • Created and implemented best practices initiatives that generated $5-10 million in annual savings in processing license fees.

Manager, Accounting, The Walt Disney Company (Canada), Toronto, Canada (1992-1994)

Successfully transferred all Canadian accounting and reporting from Burbank to the company's Canadian subsidiary. Canadian revenues amounted to $30 million. Supervised a staff of five accountants. Reported to the Director of Finance.

  • Completed reconciliations for balance sheet accounts, which had not been done for two years.
  • Developed policies and procedures to ensure accurate and timely financial reporting.

Digital Equipment of Canada, Ltd., Toronto, Canada 1989-1992

Accounting Operations Manager

Coordinated and controlled the monthly financial close process for Digital Equipment Corporation's Canadian subsidiary with $500 million in revenues. Managed a staff of three accountants. The company had five offices with a total staff of 2,000.

  • Planned and coordinated the bi-annual Canada-wide physical inventory of capital assets.
  • Prepared and controlled a $50 million annual forecast and budget for the marketing group.
  • Trained other associates in using the general ledger.

Molson Company Ltd., Diversey Corporation, Toronto, Canada 1987-1989

Senior Financial Analyst

Coordinated and prepared the monthly consolidation of more than 70 subsidiaries of the $700 million specialty chemical division of a Canadian conglomerate with $2 billion in revenues.

  • Prepared monthly management reporting packages and quarterly reporting analyses.
  • Audited subsidiaries in the retail, brewing and specialty chemical groups.

PricewaterhouseCoopers (formerly Coopers & Lybrand), Toronto, Canada 1983-1987

Senior Auditor

Performed audits for a wide range of industries including food and beverage manufacturing, construction, healthcare, and pension funds.


Queen's University, Kingston, Ontario

Bachelor of Commerce (Honours), 1983

Other courses: Canadian Securities course, Management Journey, Disney Way One, continued educational courses to maintain Chartered Accountant status and SAP


Chartered Accountant, Institute of Chartered Accountants of Ontario, Canada, 1986.


SAP, Oracle, McCormick & Dodge, custom licensing contract management and reporting, Business Planning & Control System, inventory management, custom fixed asset and capital expenditures system, Excel, Word, and Power Point


Member of the Vista Federal Credit Union Supervisory Committee, The Walt Disney Company Credit Union

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Copyrighted © Peter K. Studner 1997-2006
Los Angeles - Burbank - Westlake Village - Irvine
Mailing Address: P.O. Box 241957, West Los Angeles, California 90024-9757
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