Chief Strategy and Corporate Development Officer

Led IR function for FMC reporting to CEO - responsible for Investor Day, Earnings Release, Buy-Side/Sell-Side Management, Marketing to bolster existing investor base and finding new investors, Shareholder outreach, Defense against activists/short-attacks, Board communications, NDRs, etc.

Global Business Director and General Manager of FMC Corporation's specialty products business unit serving the professional, turf, ornamental, consumer, and public health markets. Executive with full P&L responsibility for sales, marketing, business development, product development, operations, finance, and regulatory functions. During my tenure - Developed comprehensive business strategy, grew top line and bottom line at 1.5x-2x market, aligned organization structure to strategy, launched multiple products, and licensed in new products to complement in-house pipeline.

Leading Strategy, M&A, Business Development, Planning, and program/commercial aspects of New Product Introduction for the Global Specialty Solutions business (crop protection and pest control for professional and consumer segments).

M&A, Corporate Portfolio, and Strategy projects across all of FMC's businesses.

• Led a team of four to develop a growth strategy for a specialty chemical business:- Forecasted market growth and share for the business - Analyzed competitive landscape and customer feedback - Identified 'right-to-play' and 'right-to-win' capabilities for the business- Recommended specific actions to close capabilities gap to win in the market• Designed high-level operating model for an oil & gas client’s midstream (terminals) business:- Identified sources of value in the midstream business and the related operating model alternatives- Prepared a business case for each model and bench-marked the client’s existing capabilities to identify development needs• Employed multiple valuation techniques (DCF, Peer Multiples, Transaction Multiples) to estimate the value of a fuel retail business: - Incorporated different improvement and growth levers- Analyzed different perspectives (strategic vs. financial buyer vs. spin-off)• Led a team of nine to identify over 20% cost reduction opportunities within the Finance organization of a large hospital system and developed an implementation plan to realize the savings while mitigating potential risks• Designed and rolled-out a margin management program for a specialty chemical business:- Developed a needs-based customer segmentation and matched service offerings- Modeled pricing tools to incorporate raw material cost volatility- Prepared processes and templates to manage key accounts- Designed reporting templates to monitor margin activity