Transparency in financial reporting creates trust between the management team and its investors and also within an organization among its employees.

Trust and transparency have become popular workplace demands as employees seek to know what is real and true about their company. Great things can happen when transparency is present:
  • Problems are solved faster.
  • Teams are built more easily; relationships grow more authentically.
  • An environment is created where higher levels of performance can emerge.
  • A company's ability to gain access to capital is improved.
  • It can reduce the cost of capital because it reduces risk to investors wary of unreliable information.
Meet the Expert

About Geraldine

  • More than 15 years overseeing financial analysis, planning, reporting and strategy in industries including technology, biotech, manufacturing, retail and ecommerce.
  • Effectively managed diverse transitions, including mergers and acquisitions, for well-established corporations such as VantagePoint Capital Partners, Gilead Sciences, Gap and Pepsi-Cola and startups like Tesla Motors, Reachlocal Corporation.


VP Portfolio and Management Operations • VantagePoint Capital Partners
Feb, 2007 — Present

• Successfully designed, engineered and implemented the only real-time, monthly, multi-year financial reporting for all of VPCP’s 90+ portfolio companies, which led to 100 percent reporting compliance.
• Introduced effective cash flow planning for all portfolio companies, which drove management and investors to change direction and avoid previously unseen risk of earlier cash-out date.
• Educated senior executives at portfolio companies on best practices for cash flow planning and budgeting.
• Worked with CEOs, CFOs and COOs of portfolio companies to  improve their financial metrics and reporting.
• Implemented FP&A best practices (cash management, budgeting, reporting, and cost controls) at portfolio companies.
• Created financial and BOD reporting and presented to senior management.
• Partnered and engaged all portfolio companies to promote fiduciary awareness, accountability and ownership leading to better credibility for the company’s finance department.
• Established quarterly reviews of portfolio companies with senior management, which led to concrete and viable action items.
• Initiated, spearheaded and implemented business continuity plan for VPCP ensuring 365x24x7 online access, data redundancy and security.

Strategic Business Planning and Management Consultant • Exelixis
Jan, 2004 — Mar, 2007

• Provided financial and business guidance for startups, biotech, and e-commerce businesses.
• Streamlined and automated accounting and finance procedures to reduce closing cycles.
• Responsible for all internal and BOD reporting, forecasting, strategic planning, and street guidance.
• Customized executive information package for each company – highlights, financials, metrics (internal and external), competitive analysis, operations, systems information.

Associate Director, Strategic Planning and Analysis • Gilead Sciences
Aug, 2000 — Dec, 2003

• Created and developed the company’s first executive management report to enable proper tracking of company’s goals, achieve key measurements and integrate industry best practices.
• Recipient of Top Five key achievement award, the only non-R&D person.
• Partnered with business development, project management and various functional areas in the company to deliver the most comprehensive business review for the company (10-year outlook).
• Worked with Deloitte & Touche to ensure FP&A compliance with Sarbanes-Oxley.

Senior Director, Financial Planning and Analysis •
Mar, 1999 — Mar, 2000

• Created and developed the company’s first executive management report to enable proper tracking of company’s goals and achieved key measurements (revenue, margin, operating expenses, and EPS).
• Developed the transition plan for newly-acquired company,

Corporate Financial Planning Manager • NEC Semiconductors
Dec, 1997 — Mar, 1999

• Responsible for $2 billion revenue subsidiary company with five SBUs, manufacturing, $120 million R&D and 350 SG&A departments.
• Drove the business plan process (4X a year), which entailed data compilation, analysis, presenting and advising on issues and resolutions to executive staff.
• Drove and actively participated in management of the following areas: pricing, standard cost reduction, goal setting and review, new product costs, forecasting and other operational issues.

Senior Manager and Business Controller • Logitech
Oct, 1995 — Jul, 1997

• Managed worldwide finance, planning and analysis for $100-million computer hardware/software manufacturing and marketing organization.
• Originated budgetary and actual allocation review leading to 33 percent reduction in operating expenses and 10 percent in standard cost.
• Assisted senior operational managers worldwide (U.S., Europe, Japan and Far East) in planning, analyzing, and implementing programs affecting sales, manufacturing, distribution, engineering and administrative functions.


San Francisco State University, College of Business
BS, Finance, International Business, 1986
De La Salle University, Manila, The Philippines
Economics, 1983-84


  • Northern California Venture Capital Association annual meeting, Financial Reporting Panel, San Francisco, 2008
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