Tony LoSasso



Rocky Mountains

Professional Overview

Tony has gained over 15 years’ experience in corporate finance, with a diverse range of both company size and vertical markets. From private equity owned to publicly traded, regional to multi-billion-dollar global companies, Tony has extensive firsthand knowledge of organizations of all shapes and sizes. This diversity is also evident in vertical markets, ranging from retail, food service, technology, professional services, and construction. Through numerous M&A and integration exercises, Tony has learned the key to success, regardless of the size or structure of a deal, is building strong, trusting relationships with stakeholders. His experience, combined with the commitment to straightforward communication and a direct style, make him uniquely suited to executing complex deals as a business intermediary.   

Work Experience

The Enginuity Group

Vice President and Principal

Licensed Business Intermediary with The Enginuity Group, Rocky Mountain Territory. Provides complete arrange or sale side and buy side services in addition to various M&A related consulting services. Manages the process of packaging and selling companies as well as the reverse with buyers seeking to acquire companies meeting certain criteria.

PEAK Utility Services Group

Skills & Expertise

February 2019 to 2020

Private Equity owned nation-wide parent company in the telecom, power, and natural gas utility industries

Financial Planning & Analysis Manager – Corporate Headquarters

  • Working with C-level executives to report, analyze, and improve the performance of our portfolio of Operating Companies nationwide.

  • Developed Board of Directors deck to satisfy the needs of our Private Equity ownership group.

  • Created and maintain monthly operating agenda reporting package for review with the BOD.

  • Implemented a completely new, standardized budget template and bottoms-up build process.

  • Responsible for validating and aggregating a rolling 12-week cash forecast model on a weekly cadence in

    collaboration with operating company controllers.

  • CapEx budgeting/forecasting/financing analysis to determine adequate cash flow and asset receipt timing

    Trimble Inc. September 2013 to January 2019

    $3+ billion technology company with a vast array of products and services for positioning, guiding and beyond

    Finance Manager – Professional Modeling/Scanning Services, Mechanical, Electrical, Plumbing; January ‘15-Present

  • Developed P&L, profitability and job cost tracking for acquired professional services business, facilitating the growth from $50k of revenue per quarter to $1.5M per quarter.

  • Headcount expense tracking/reporting by business & geography, leading to almost $500k of savings.

  • Forecast, review and upload P&L into Essbase for corporate FP&A review and Wall Street guidance

  • Supervise, mentor and provide direction for domestic and international teams

  • Review/approve commissions & compensation plans for sales heads across the entire division

  • Produce regional revenue reporting for C-Level presentation.

  • Conduct complex VSOE compliance study for European business arm annually, NEVER missing the deadline.

  • GAAP Deferred Revenue analysis and reconciliations to transaction level under 606 requirements.

  • Lead multi-departmental system reporting changes after a company reorganization

  • Month-end close responsibilities (Journal entries, account analysis, variances to budget)

  • Created a new professional services financial model down to individual headcount level that facilitates

    tracking of available billable hours and costs to support business case and CEO requests for resources

  • Assist in acquisition integration activities (ERP, reporting, revenue recognition waterfalls)

  • Report and provide advice on top-line from multiple revenue streams including SaaS, Hardware, License,

    SSM, Training, and Professional Services.
    Senior Financial Analyst – Heavy Civil Construction, Mining & Weighing; September 2013 – January 2015

  • Redesigned P&L forecast file to ensure accuracy and map results to the accepted corporate template, this cut down the time consumed by 2 working days and allowed for trainability.

  • Modernized royalty tracking due to 3rd parties and initiate payment (discovered $350k of annual savings)

  • Perform monthly variance analysis for revenue, gross margin and operating expenses (full P&L).

  • Prepare & upload numerous monthly/quarterly journal entries to ensure accurate financials.

  • Responsible for Essbase uploads of low/mid/high P&L forecasts for 5 different TRMB businesses.

  • Collaborate across company groups quarterly to produce E&O and Warranty support files and resulting JE’s.

  • Work directly with division VP’s, including communication of results, open requisitions, ad hoc requests.

  • Forecast monthly compensation and benefits expenses by OpEx category based on headcount & actual $’s

  • In charge of C-level Sector P&L rollup and regional revenue reporting for multiple divisions.





March 2012 to September 2013

$6 billion communications company with a vast array of products and services with a focus on customer needs

Senior Financial Analyst - Revenue Reporting & Analysis

  • Developed a systematic monthly review of >90 days AR to provide visibility to large/at risk balances that may otherwise go unnoticed, resulting in improved communication as well as limiting financial risk for the entire company which could translate to over $1.5M in a given quarter.

  • Ensured accurate P&L revenue reporting and provide analysis and commentary for revenue results. This included developing a new reporting structure for variance analysis and journal entries to limit financial risk.

  • Compile and review AR aging schedules; communicate with multiple parties to help achieve cash collections.

  • Assess customer disputes and reserve revenue where necessary to prevent financially impacting credits.

  • Reserve revenue for contractual credit/tiered pricing customer agreements to prevent overstatement.

  • Report on revenue reserve adequacy as well as credit and reserve balances, ensuring balance sheet

    accounts have sufficient amounts to cover future customer refunds.

    THE SPORTS AUTHORITY April 2007 to March 2012

    Sporting goods retailer with over 450 stores nationwide and approximately $3B in Revenue

    Senior Financial Analyst – FP&A; November 2007 to March 2012

  • Worked directly with C-Level executives on a daily basis to increase forecasting accuracy and visibility to

    performance drivers, allowing for actionable measures to be taken

  • Achieved great synergies with leaders from ALL departments across the company to facilitate better

    decision making, less time & resource waste, and greater effectiveness.

  • Performed varying market analysis, including new stores sales projections, new site pro formas, cash flow,

    and occupancy cost analysis down to store level, lease tail, and NPV.

  • Prepared competitor and internal store analysis by geographic location/region to fight lost sales.

  • Evaluated revenue and gross margin at daily, weekly, monthly, and annual levels.

  • Improved the review/approval process for general contractors hired by the company by 75% which allowed

    for less downtime for new construction and remodels. Average savings of $50k per project!

    Staff Accountant; April 2007 to November 2007

  • Organized expense review meetings with senior staff and provided variance drivers.

  • Constructed a temporary labor reporting package that allowed for a 30% reduction in overlapping expenses

    as well as the ability to forecast expenses with greater accuracy.

  • Performed general ledger entries, reconciliations, expense & headcount forecasting.




January 2006 to March 2007

Quizno's food distribution subsidiary responsible for supplying the Quizno's restaurant chain.

Staff Accountant

  • Responsible for all aspects of the accounting cycle: Accounts Receivable, Accounts Payable, General Ledger accounting, invoice creation, collections, and multi-currency cash management.

  • Improved the accuracy and turnaround time for financial statements presented to executive leadership from 5 days to 3 days.

  • Account reconciliations and month-end close processes were condensed from 7 days to 5 days.


Master of Business Administration - MBA – CARSON-NEWMAN UNIVERSITY