Shownotes
When the TreeHouse Foods financial planning and analysis (FP&A) team notice CFO Bill Kelley entering the room, chances are that a number of team members shoot a quick glance at the company’s latest revenue figures.
“I’m probably more predictable than I want to be,” explains Kelley, who has made revenue management a top priority for the $4.5 billion private label food and beverage maker.
The push for organic growth at TreeHouse follows a larger reorganization at the company that roughly coincided with Kelley’s arrival inside the CFO office. According to him, that reorg has since led finance to begin embedding senior finance executives inside different business lines.
“There are finance people who are now hard-wired into the business units, and we have created a revenue management function that had not previously existed,” points out Kelley, who notes that the embedded finance professionals are today playing a more strategic role inside the business than ever before.
“They are the copilot or the chief of staff to the business unit presidents, with whom they help to make decisions on how to allocate capital and how to grow the organization,” explains Kelley, who adds that the central finance function remains responsible for the training and development of all finance professionals.
Meanwhile, Kelley says, in addition to helping to drive organic growth, finance helps the company to flex its working capital muscles.
“Our investment thesis about which we talk to investors is that we have a unique ability to generate an outsized amount of cash flow,” reports Kelley. “We are committed to driving free cash flow in excess of $300 million annually, and we want to grow our EPS 10% a year.” –Jack Sweeney
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