Daryl K.
McCormick.
Twenty years in finance, the last decade owning the close and building the systems that produce it. I ran a multi-entity, multi-currency consolidation — a three-entity group with two foreign subsidiaries, FX translation included — and I built the FP&A stack, the ERP, and the close cadence that produced it from a blank page. Before that, fifteen years of program controls at two aerospace primes: rolling multi-billion-dollar program financials up through many reporting units, allocating shared and overhead pools, and eliminating across organizational boundaries on a fixed monthly cycle. Deep implementation experience with SAP, NetSuite, Deltek and QuickBooks; exposure to Workday.
Applying to Anthropic because a structure growing this fast needs its source of truth designed deliberately, not discovered at quarter-end.
Consolidation is a systems-design problem wearing an accounting costume.
The hard part of a multi-entity, multi-currency close isn't the debits. It's that the entity structure, the intercompany flows, and the allocation logic each live in a different head, a different spreadsheet, and a different assumption about what happened last quarter. The close gets slow because the model is undocumented, not because the accountants are.
My whole career has been the same move in different domains: find where the flow actually goes, write it down, eliminate the loops, codify it into a system of record, and then hand it to a team with an SOP so it runs without me. Elimination logic, pay-on-behalf-of and collect-on-behalf-of rationalization, transfer-pricing operationalization, FX policy — these are all the same discipline. Make the flow legible, then make it repeatable.
That is a builder's job, and it's the part I actually like. I would rather design the intercompany framework that absorbs the next five entities than maintain one someone else drew badly.
Two places where the framework didn't exist until I built it.
The job description asks for someone who built a repeatable framework from scratch rather than inheriting one. That is literally the shape of my last two decades.
Director of Finance & Operations
I owned the close for a three-entity group with two foreign subsidiaries — a multi-entity, multi-currency consolidation including FX translation, intercompany activity between the entities, and the allocations that made each entity's results meaningful on their own.
None of the machinery existed when I arrived. I built the FP&A and reporting infrastructure from the ground up — models, dashboards, cash-flow forecasting, and the month- and year-end close cadence. I owned the close outright, then documented and systematized it so it survived headcount growing 30% year over year and revenue up 28%.
I also owned the systems layer: designing and implementing the ERP and reporting stack, running the transition to a managed IT provider, and setting a long-term systems roadmap. Building the process and building the system that runs it were the same project — which is exactly how a consolidation program has to be approached.
Compliance and audit readiness came with it: SOC 2, tax, and surprise City, State, and Federal audits, all answerable because the source of truth was designed rather than assembled under pressure.
Principal Analyst · Program Controls
Program controls at a prime is consolidation — the labels differ, the mechanics don't. I rolled financials up from individual Control Account Managers, through Integrated Product Team Leads, to the Division Business Office: many reporting units, differing cost bases, allocation of shared and overhead pools, and eliminations across organizational boundaries, reconciled into one reportable set of numbers on a fixed monthly cadence.
I prepared the monthly operations reviews for senior leadership, reconciling actuals against budget, forecast, and the annual operating plan on multi-billion-dollar programs — the same variance-explanation discipline a group close demands, at real scale and with no room to be late.
Where the process was manual, I automated it: four VBA-based models used live in contract negotiations, and a "Financial Toolbar" Excel plug-in that removed 2.5+ hours per analyst from every close cycle.
Analyst · Program Controls
Program financials across multiple defense programs — revenue recognition, cost variance analysis, and GAAP adherence — plus a staffing and population planning model that earned the Chairman's Award for Innovation. Selected for the inaugural Early-Career Leadership Development Program.
Every requirement in the posting, matched to what I've actually done.
No inference required. Each row below states a requirement from the job description and the specific, verifiable experience that answers it.
| Job requirement | Direct evidence |
|---|---|
| Own multi-entity consolidation | Owned the full month- and year-end close for a three-entity group at Revel, and consolidated multi-billion-dollar program financials across dozens of reporting units at Raytheon and Northrop Grumman. |
| Multi-currency and FX translation | Two of the three Revel entities were foreign subsidiaries; currency translation was part of the monthly consolidation I owned. |
| Build an intercompany framework from scratch | Nothing existed at Revel when I arrived. I built the FP&A infrastructure, the reporting layer, and the close cadence from zero — including the intercompany activity between the group's entities — then documented it into an SOP. |
| Workday Financial Consolidation | Exposure to Workday Financial Consolidation, with deeper hands-on implementation experience in SAP, NetSuite, Deltek and QuickBooks — chart of accounts design, dimensional structures, reporting layers, and the process rework that makes a system actually usable. |
| Scale allocation methodology | Allocated shared and overhead cost pools across Control Account Managers, Integrated Product Team Leads and the Division Business Office on multi-billion-dollar aerospace programs — allocation design under audit-grade scrutiny. |
| Player-coach, hands-on operator | I was the close at Revel — sole owner of the process — and then built the documentation and structure that let others run it as headcount grew 30% year over year. |
| Partner with tax, treasury, legal and IT | Owned the systems roadmap and the transition to a managed IT provider; carried SOC 2, tax filings, and surprise City, State and Federal audits to clean outcomes. |
| Drive process automation and efficiency | Four VBA-based models used live in contract negotiations, and a 'Financial Toolbar' Excel plug-in that removed 2.5+ hours per analyst from every close cycle. Now building AI-assisted finance workflows; Harvard Agentic AI certification, 2026. |
| Comfortable with ambiguity in a fast-scaling company | Revel grew revenue 28% and headcount 30% year over year while I was simultaneously building the finance function that had to keep up with it. |
What I'd do in the first ninety days.
- 01 · Map the actual flows
Every entity, every intercompany transaction type, every pay-on-behalf-of and collect-on-behalf-of arrangement — diagrammed, not described. Ambiguity resolved into one document everyone points at.
- 02 · Codify elimination logic
Define eliminations and the currency translation approach in the system of record so the consolidation is deterministic and reproducible rather than reconstructed each period.
- 03 · Redesign allocations
One allocation model with explicit drivers, applied consistently across the organization and automated end to end — built to accept new cost pools and new entities without a redesign.
- 04 · Operationalize with tax and treasury
Turn transfer-pricing policy into booked, testable entries; co-own FX policy and the operating procedures behind it; work payment flows with treasury to cut unnecessary exposure.
- 05 · Write the SOP, then hire against it
Player-coach on the way in: do the close, document the close, then build the team that runs it. The framework should be strong enough that onboarding an acquired entity is a checklist, not a project.
I don't just use the ERP. I've designed and implemented them.
Deep implementation experience with SAP, NetSuite, Deltek, and QuickBooks — chart of accounts design, dimensional structures, reporting layers, and the process rework that has to happen alongside any implementation worth doing. Exposure to Workday Financial Consolidation as well. The design problem underneath Workday is one I've solved before in other ERPs: entity flows, elimination logic, allocations, and a close that has to be reproducible every period.
Alongside it, two decades of building the automation layer myself — VBA-driven models and plug-ins in aerospace, dashboards and forecasting tools at Revel, and now AI-assisted finance workflows in my fractional practice. I completed Harvard's Agentic AI Foundations: Business Applications and Risks certification in 2026, and I write and ship code — the repositories are public.
The practical version: when a close step is manual, I don't staff it. I automate it, document it, and move the team to the next constraint.
What I'm not, stated plainly.
I'm not a CPA, and my background is operational and systems-side rather than Big-4 technical accounting. If the role's center of gravity is writing technical accounting memos, someone else is a better fit.
What I am is the person who builds the framework and the system that runs it: mapping the flows, codifying the eliminations and allocations in the ERP, owning the close hands-on, then documenting it so a team can run it without me. I've done that at a company where none of it existed, and at scale where being late was not an option.
The posting describes a builder's role and a player-coach. That is an accurate description of how I've worked for twenty years.
A close must be correct. The system behind it must be reliable, interpretable, and steerable.
At Anthropic's scale, a consolidation cannot be trusted simply because it produces a number on time. The entity flows need to be traceable. Eliminations need to be reproducible. Allocations need to be defensible. The people accountable for the result need to understand the process without depending on tribal knowledge or a single person's spreadsheet.
That is the finance infrastructure I would build: a practical, documented consolidation and intercompany framework with clear transaction flows, defined ownership, and a single source of truth across entities, currencies, and systems. I would begin hands-on — mapping the current state, tracing transactions to their source, resolving ambiguity, and strengthening the close. Then I would codify the operating model, automate the repeatable work, and build the team and controls needed to run it consistently as Anthropic grows.
My experience spans operational finance, financial reporting, ERP implementation, and building structure where processes are incomplete or unclear. I am comfortable in the details and responsible for the design: working across accounting, tax, treasury, legal, and systems to turn complex activity into processes that are clear, scalable, and executable.
I lead through clarity, respect, and follow-through. Strong controls and strong teams are built the same way: establish ownership, communicate directly, document what matters, and consistently deliver on commitments. Anthropic is building AI systems people can understand and trust. I would bring that same standard to the financial foundation supporting its growth.