FTI Consulting is a global business advisory firm that provides solutions to complex challenges for clients across industrial and consumer businesses. FTI's Business Transformation specializes in working side-by-side with management teams in a collaborative way to rapidly develop and execute plans that improve efficiency and effectiveness. Two specific solutions within Business Transformation are the Office of the CFO (OCFO) and Mergers, Integrations and Carve-Outs (MICO) practices.The Office of the CFO (OCFO) Solutions practice delivers on-demand expertise and execution across the Finance organization. We accelerate key initiatives, stabilize core processes, and reduce the burden facing today’s CFOs so they can focus on what matters most. Our areas of focus mirror those of the CFO - FP&A, Accounting and Reporting, Treasury, Finance Technology, Process Excellence and Event Readiness.The Mergers, Integrations and Carve-Outs (MICO) practice delivers buy and sell-side transaction support to both public and private companies. We provide overall integration and separation management, develop and execute transformation/organizational design initiatives, and perform synergy analysis, as well as develop sustainable frameworks and solutions for future deals.

Cerberus Operations and Advisory Company (COAC) consists of approximately 100 highly experienced executives from a wide spectrum of industries and disciplines. COAC assists Cerberus Capital by sourcing opportunities, conducting highly informed due diligence, executing acquisitions and improving the performance of portfolio investments. COAC executives often hold senior leadership and director positions at Cerberus’ portfolio companies, and COAC teams are regularly deployed to provide practical assistance to help drive operational and strategic transformations.I held interim CFO advisor roles focused on FP&A and transformation initiatives for two $150+ million Private Equity portfolio companies. My responsibilities included leading the development of 5 year operating models, identifying operational opportunities to improve EBITDA, managing working capital and cash flow optimization and preparing weekly, monthly and quarterly executive reporting and KPI metrics.Additionally, I partnered with the Private Equity deal team to evaluate 10+ prospective investments ranging from $100M to $5B+ across 9 industries. I was the co-diligence lead for the potential acquisition of two multi-billion dollar companies where I conducted market, competitor and business strategy assessments and identified operational improvements highlighting the strengths and risks of investment thesis.

GE Healthcare's Advance is a global team of 30+ entrepreneurial individuals that bear diverse skill-sets and experience from a variety of GE businesses. The team is tasked with executing Commercial, Financial and Operational projects determined by the CEO and his staff and focused on driving outcomes, such as improving margin, process excellence and customer/employee satisfaction.As Global Operations Leader, I managed a 30 person team to identify and implement strategic initiatives resulting in the realization of $90MM cost productivity in 2016. My core responsibilities included collaborating with the CEO, CFO and executive staff to collect project proposals, prioritize based on business impact and allocate resources as necessary. Further, I led monthly and quarterly Senior Leadership operating reviews, coordinated weekly portfolio reviews, and published outcomes dashboards to define project objectives, monitor success of projects, communicate next steps and proactively resolve conflicts with C-suites and key stakeholders across the business.Additionally, I led a variable cost engagement that achieved $30M+ of productivity by reducing labor & material costs for install, warranty and other direct selling costs, as well as supported the redesign of the MR delivery process to improve customer satisfaction and reduced cycle time by approximately 20 days. I also led an inventory optimization engagement that achieved $10M of productivity by identifying opportunities to use obsolete inventory for existing orders and unlocked further opportunities through development of a reallocation center in Europe. Lastly, I led a global campaign to identify opportunities to improve employee and customer satisfaction. I developed and implemented evaluation criteria to select 50 simplification projects (out of 750 submissions), drove a minimum viable product (MVP) approach to portfolio implementation in order to maximize ROI, and oversaw the $13M of funding allocated.

CAS is the premier organization within GE for personal and professional growth, developing leaders across the business. It's an intensive program that leverages consulting and auditing to expose high performing employees to diverse business experiences, in-depth technical & leadership training, and networking opportunities through three assignments per year in various business units and countries.As a Senior Manager, I led 3 different global teams (each consisting of 3 leads & 20+ associates) executing operational projects. My core responsibilities included partnering with C-suites across GE’s business units to align team objectives, effectively communicate results and next steps, monitor success and proactively resolve conflicts, as well oversee the development of team members. As a result, the team identified and achieved $20M locomotive cost productivity, $9M planned maintenance productivity and $10M engine cost deflation.As a Manager, I led 3 different global teams performing financial and commercial compliance audits and executing an integration. My core responsibilities included developing a risk assessment to define team project and audit scopes, supporting execution, and communicating results across senior management. Further, I partnered with cross-functional leaders to map key processes, identify areas of highest potential risk and opportunity as well as developed sustainable solutions to improve the business. As an Associate, I executed 6 four-month assignments and delivered high-impact results in financial, operational, and regulatory processes in GE Industrial businesses. I demonstrated critical thinking and learning agility across diverse areas (CSAs, rev rec, etc.) and project management ability to prioritize across multiple deliverables and stakeholders. Further, I developed strong written and verbal communication skills, including an ability to build presentations to drive understanding and action across all levels of the business.

FMP is an accelerated two-year entry-level program spanning four rotational assignments within a GE business segment. The program combines financial and operational coursework, intensive assignments and interactive seminars to equip participants with exceptional technical, financial and business skillsAs an FMP analyst, I excelled in GE’s premier financial leadership program by developing core financial planning and analysis (FP&A) and controllership/accounting skills along with clear, concise and executive level communications skills. I completed financial and operational coursework, leadership training and interactive seminars while supporting various roles throughout the Finance function across GE’s Transportation and Corporate business units. Over the course of 2 years and 4 different rotations, I analyzed operating profit, identified key drivers of cost and productivity , supported the development of the global growth strategy, coordinated weekly orders, sales and margin tracking and prepared monthly executive operating dashboards.