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Jay Voncannon

Board Member and Chief Financial Officer at CoorsTek, Inc.

Jay Voncannon is an accomplished professional with a rich background in finance and leadership roles across various prestigious organizations.

Jay Voncannon graduated from Baylor University and has since embarked on a successful career journey that has seen him hold key positions in several prominent establishments.

With an extensive portfolio, Jay Voncannon has served as the Chief Financial Officer at CoorsTek, Inc., bringing his expertise to the management of financial matters for the organization.

In addition to his role at CoorsTek, Jay Voncannon has held esteemed positions such as Board Member at DEW Engineering and Development ULC, CoorsTek KK, and American Greetings.

Moreover, Jay Voncannon's contributions extend to advisory capacities as he has been an Advisory Board Member at Truck-Lite Co., LLC and Flint Group, showcasing his strategic acumen and business insights.

Jay Voncannon's experience is further enriched by his involvement with Koch Industries, where he held various significant roles including Managing Director and CFO at Koch Equity Development, Treasury Director, and Asst. Treasurer.

His tenure at INVISTA included serving as Corporate Finance Director and Treasurer, highlighting his proficiency in financial management and strategic planning.

Jay Voncannon's career trajectory also involved roles at Koch Industries, Inc., where he served as CFO of Packaging Resins, KoSa, and Manager of M&A at Koch Chemical Company, demonstrating his versatile skill set and adaptability across functions.

Before transitioning into corporate roles, Jay Voncannon honed his expertise at KPMG US as a Senior Manager, gaining valuable insights into financial practices and auditing.

Overall, Jay Voncannon's contributions to the finance and business domains have been significant, with his diverse experiences and leadership roles solidifying his reputation as a seasoned professional in the field.

Highlights

Dec 5 · linkedin

https://lnkd.in/gvJDF3SM Do the Big 4 need more partners?

Fortune reports that the Big 4 firms believe that AI will be able to trim years off the path that their team members take to ultimately make partner. These firms are historically known for subjecting their junior staff to years of tedious work before putting them on the path to becoming partner. Partners enjoy higher compensation ranging from $1MM to $1.25MM annually depending upon the firm and the location. Average tenure to become a partner in the Big 4 firms is approximately 17 years.

Don't get me wrong, I believe that the Big 4 firms and others like them, bring tremendous value to their clients. They allow companies to tap into the specialized knowledge that may not exist within their own companies or firms. I had the fortune of beginning my career with KPMG. I also spent years doing tedious work to better understand my clients and the manner in which I served them. At that time, the average tenure to partnership was about 10 years, 42% less than it is today. As I progressed through my career at KPMG, all of the firms began to realize they had too many partners. As such they began extending the time required to become eligible for partnership, such that by the time I was promoted to Senior Manager after 7 years, the track to partner was then 14 years. To achieve the increased revenue and profits per partner the firms began extending the experience requirement and instituting mandatory retirement ages for partners. I ultimately made the same decision that many Big 4 employees do, left the firm and made my way to the private sector. I have had zero regrets about that decision.

I do believe that these firms along with many other companies will see tremendous productivity and cost savings from AI, but will the existing partner base really want to see their ranks swell by admitting people to the partnership at a much earlier time frame, and will those partners be willing to share the resulting profits with these new partners? Time will tell.

#ey #deloitte #kpmg #pwc

Nov 16 · linkedin

Marketing folks look, I get it. Selling is tough. And in some ways being creative will get you the opportunity you seek. Here are some suggestions that might improve your hit rate with executives.

Cold calling and voicemails: just don’t do it. These are a complete waste of my time and every other decision maker that I know. We find them annoying and an invasion of already busy days. This is why so many executives have their calls screened or are eliminating a desk phone altogether. I probably receive on average 7-10 cold calls a day. As such, my desktop phone doesn't even ring and I let voicemail do the screening for me. And if you leave a voicemail, don’t just leave your name and a number.

Cold e-mails: there are many poor practices when sending cold emails, that would cause me to never consider your company. -         Sending it as a meeting request and blocking my calendar with a call or Teams meeting. -         Assuming that you know my business better than I do. -         Asking me to forward your email to the appropriate decision maker within my organization, or to provide you with their contact information. -         Immediately asking for a call with little or no information about what you do or don’t do. -         Following up with an offended tone that you haven’t heard from me. -         Following up that since you haven’t heard from me, this will be your last attempt to connect with me, but following up again only a few days later. -         Offering me a coupon for a steak dinner in exchange for a call and then when you haven’t heard from me then offering me a coupon for a seafood dinner, because I might not like beef, as if my culinary choices are the reason, I haven’t reached out to you.

Direct cold snail mail: similarly, there are number of poor practices when sending physical mail or packages. -         Don’t send me flowers. -         Don’t send me a custom bobble head made from my LinkedIn profile picture. -         Don’t send me your favorite paperback novel. -         Don’t send me a print copy of a recent article that my company is covered in. I’ve already read it.

What you should do to increase your chances of me possibly reaching out to you: -         Describe your company, what you do, why you’re good at it, and the results you normally achieve. Describe the demographics of your target customers (size, geographic location, end markets, etc.) -         Be humble. Don’t assume that we need your service, now or even in the future. But inquire about the possibility. -         Include your website. With links to customer reviews if possible. -         Provide your contact information along with your own LinkedIn profile. -         Don’t follow up if you haven’t heard from me for at least a year.

Good luck and best wishes.

Related Questions

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Jay Voncannon
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Denver Metropolitan Area