Thomas McCorry

About Thomas McCorry

Thomas McCorry’s career spanned 20 years with Constellation Brands, a global producer of some of the world’s most iconic beer, wine, and spirits brands. Its brands include Corona, Modelo, Meomi, Robert Mondavi, Casa Noble, Mi Campo, Svedka, and others. Over the two decades with Constellation Brands, McCorry was charged with increasing responsibility in a variety of financial roles, including Accounting and Controls, Operational Finance, Controllership, Business Partnership, Strategy, and overall financial leadership.

Delivering business results in every position he held at Constellation Brands, McCorry’s skills and expertise encompass leadership, strategic planning, financial planning and analysis, risk management, financial controls, process improvement, coaching and mentoring, accounting (USGAAP), cost savings, messaging and storyboarding, valuations and modeling, and revenue management.

Thomas McCorry joined Constellation Brands in 2004 as a Director and then served as Vice President of Global Accounting. In this role, McCorry managed the global consolidated accounting close process for the $3.6 billion publicly traded company, as well as streamlined operations by reducing the overall time to close by eight days while enhancing the quality of reporting and establishing robust internal controls. He also spearheaded the development of global cash flow reporting processes, consolidating multi-currency statements and cutting preparation time by 10 days. His efforts ensured greater efficiency, accuracy, and compliance across financial operations.

Additionally, McCorry completed extensive accounting research on complex transactions, including acquisitions, divestitures, joint ventures, and derivative instruments, significantly reducing reliance on external consultants. He led fair value purchase price allocations for multiple $1 billion+ acquisitions, foreign and domestic acquisitions, and authored global accounting policies and procedures that standardized financial processes across divisions. By centralizing global intercompany transaction processing, McCorry eliminated out-of-balance errors and improved processing times. His work extended to overseeing global general ledger governance standards, directing compliance with US GAAP for domestic and international divisions, and actively participating in designing and implementing a new global ERP system.