I started A-Wal with a simple philosophy "Listen, Collaborate, & Empower".To be a strategic management consultant focused on small and medium-sized organizations that empower them to be their very best, by offering industry-specific insights and actionable strategies to deal with individual business and management challenges.

Responsible for the development and implementation of strategic growth initiatives for all of Bridgestone Ag. Leading the planning and business development opportunities for the Global AG Strategy Division (GMP function) and work to leverage resources domestically and internationally to drive global growth for the Ag tire business.

Lead the development of new revenue streams and adjacent business models that complement the Agriculture business’ value proposition and build the brand position for Firestone Farm Tires.

Lead initiatives for the tracking and forecasting of industry data for all commercial tire groups, including all original equipment and replacement channels; conducting operational and long-term demand planning for TBR, OTR and AG, with indirect responsibility for Retreading; working with the sales group to ensure all OTR Giant Tire are allocated, planned and tracked; and providing analytical support to commercial management for the various business initiatives.

Lead the expanded business analysis group within Bridgestone Commercial Solutions marketing group. We are responsible for the business forecasting, demand planning and business analysis aspect of Bridgestone Commercial Operations. Bridgestone Commercial Solutions is the commercial arm of the Bridgestone Americas operation responsible for sales and marketing of Commercial On and Off Road New Tires and Retreads.

Lead the business analysis group within Bridgestone Commercial Solutions marketing group responsible for providing analytical support for routine and extraordinary analysis of Bridgestone Commercial operations. We are also responsible for the economic business model to forecast the commercial Trucking tire industry for the North American Market, along with demand planning for truck tires.

Key responsibilities include market segmentation, pricing optimization, strategic analysis and business forecasting; while providing continuing financial and modeling expertise for marketing.• Instrumental in creating the long term commercial trucking industry forecasts for Bridgestone.• Part of a two member team charged with creating and implementing the framework for customer communication.• To help support and implement the long term distribution strategy created the framework to monitor and track our distribution market share.

Provide the financial, operational and strategic leadership necessary to evaluate new and existing Bandag business initiatives. Primary financial resource for Marketing.• Created a financial model to understand the impact of new product introductions.• Designed an enterprise Fleet Sales Dashboard that incorporated information from across Bandag and allows for a comprehensive evaluation of the business. • Part of the team that created and mapped the U.S. Market Regions, this provided the framework for the combined Bridgestone and Bandag distribution and sales strategy.

Part of the newly formed group working on integrating various services provided by associated companies into our traditional sales channel.• Part of a three member task force that revamped the national fleet sales process.• Crafted a pricing tool that incorporates Bandag’s profitability objectives into a SKU pricing template that allows management to systematically and efficiently review customer profitability. The tool is the cornerstone of the company’s business plan to increase profitability in this area.• In collaboration with our biggest customer (Ryder) designed and implemented a Casing Forecasting model.

Promoted to be the lead financial manager in fleet sales while retaining my responsibilities for the central division, responsible for developing and training all team members.• Played a leading role during Sales’ Business Process Redesign; identifying, implementing and tracking customers whose contracts needed modifications. 99% conversion.• Revamped the Company’s entire retread product list price book, simplifying the numbers of SKUs by a third without significantly impacting product sales volume (<1%).• Part of a multi functional task force that resulted in an overhaul of product and service reimbursement to our franchise dealers.

Part of the division management team providing financial support to Directors of Fleet Sales. Performing all necessary analysis to ensure that fleet customer’s continue to achieve the desired objectives. Evaluated new and existing Bandag initiatives in collaboration with marketing. Teamed with sales professionals on outsourcing and consulting solutions.• Developed a business plan model to track forecast and plan for Fleet Sales Departments.• Developed the Fleet Sales Tracking tool, to help track measures critical to fleet sales. • Part of the sales management team for Roadway, largest outsourcing customer, and Ryder, biggest fleet customer, performing all analysis to improve profitability and customer satisfaction.• Created the Pricing Model utilized by the entire fleet sales organization.

All the responsibilities of an analyst with added responsibility to lead and supervise the activities of the TMS Analysis Team. Played a decision making role in all TMS clients.• As a senior analyst, performed most of the corporate financial analysis.• Lead Analyst and member of the Revenue Acceleration Pursuit Team.

Responsible for performing due diligence on prospective customers. Evaluate the viability of TMS offerings. Performed critical analysis of TMS operations, resulting in the development of processes instrumental in enhancing TMS’s business practices.• Developed the “TRICEPS” forecasting model to help evaluate and determine the Value Proposition of prospective and existing TMS client. The model consolidates all relevant financial and operational data from the fleet, and from TMS knowledge repository, to calculate with reasonable accuracy, cost of maintaining the fleet’s Tire System.• Took a leading role in a cross-functional team responsible for the development of a Client Acquisition Process.• Co-develop the Vendor Score Card, Control Chart and other analysis tools for better cost / process control, and to analyze variance.• Team Leader of the Analysis team, mentoring fellow Financial and Operational Analyst.