• Promoted to manage the broader finance group, overseeing a ($30B+ AUM/ $150M+ revenue) budget, including product development, cost-benefit analysis, and new business opportunities.• Built and enhanced reporting infrastructure over 3-4 years, earning executive recognition and accolades for quality of analysis and reports.• Provided detailed business analysis and presented to Senior Executives, aiding decision-making and earning positive feedback for insight.• Oversaw Corporate Financial Reporting for North American Region, ensuring accuracy and compliance, and partnered with the Americas’ CIO and President to develop and manage strategic plans, budgets, and forecasts as a member of the Americas’ Management Team Oversight Committee.• Created and developed business proposals for new products, technology investments, and growth opportunities across the Americas.

• Led 4 direct reports, including a manager and an accounting director, with 3 dotted line reports, overseeing budget and driving the transition to a new controller, which enabled direct engagement with the executive management team on forecasting, budgeting and new business initiatives.• Oversaw and managed the US Corporate Accounting team, responsible for producing timely and accurate financial statements (P&L/Balance Sheet) in accordance with US GAAP, and managed both quarterly internal (SOX) and annual external audits (no deficiencies).• Acted as change agent, continuously driving best practices and streamlining processes to maximize efficiency, including building out the Americas Controllership and Finance groups, hiring and developing strong talent, and introducing core financial reporting infrastructure and processes.• Developed financial models that formed the basis for all quarterly forecasts, annual budgets, and long-range strategic projections, with the core forecasting model being replicated globally as best practice.

• Interim Global Controller at CBRE Investment Management, managing monthly consolidation of US and global subsidiaries, leading Regional Controllers in establishing deliverable timelines and analyzing monthly variances to plan/forecast, and successfully supported implementation of PeopleSoft (ERP) for improved reporting.• Served as Interim CFO for DSL and developed business projections, evaluated risks and opportunities, supported the CEO in strategic planning to pitch for seed capital, and facilitated fundraising activities by consulting with potential investors and partners through due diligence and contractual phases.• Performed as Interim Accounting Director for Kinecta Credit Union and managed AP, Corporate Purchasing, and General Accounting departments with over 11 employees, mentoring and coaching staff through organizational changes, and ensuring the timeliness and accuracy of monthly financial close processes for the parent company and subsidiaries. Additionally, overhauled procedure documentation, optimized reporting processes, and recommended departmental restructuring and new hires to improve capacity and oversight.• Acted as Interim VP of Regulatory Reporting at Union Bank and managed key Federal Reserve Reporting Submissions (FR Y-14Q, RCI, RCT, and Operations Risk), leading firm-wide FRB 2052a Reporting Implementation Initiative, documenting uniform processes and identifying key controls for consolidating liquidity reporting across 4 separate legal entities.• Enhanced FR Y-14Q submission process by improving documentation, streamlining reporting, and implementing stricter internal controls, resulting in flawless submissions with no further FRB questions or issues.

• Managed the Finance/Accounting Department for 3 separate companies, overseeing a team of 6, handling financial reporting, AP/AR functions, budgeting, forecasting, operational reporting, and external auditor relationships, and preparing justifications for new business opportunities.• Implemented a formal annual budgeting process and monthly forecasting approach, significantly improving efficiency by reducing the vendor pay cycle from 5 days to 2 days and utilizing 2 fewer employees, while also assuming backup CFO responsibilities.

• Led the development and presentation of Sales Force Strategic plans and targets, providing leadership in all key Correspondent Lending channel initiatives and creating business proposal presentations for new products, technology investments, and business opportunities.• Implemented a channel-wide Activity-Based Customer Profitability Model, integrating it into all pricing decisions at the product and customer level, securing senior management approval, and educating the sales force and operations management.• Customer Profitability Model became the organizational standard, leading to senior management decisions, dis-enrolling 120+ customers, and driving estimated cost savings of $2M+ annually, while also creating suite of financial management reports that formed core of all business review decks and earning recognition award for financial proposal to drive incremental checking accounts to Chase Retail Bank.

• Managed a team of up to 6 employees, overseeing all corporate reporting, monthly and long-range forecasting (including CCAR), KPI’s and the annual budget process for the Correspondent Lending Channel (~$1B revenue), while ensuring accuracy and compliance in all financial outputs.• Led the entire sales force incentive compensation process, structuring plans, establishing quarterly and annual targets, and ensuring accurate payouts, contributing to the motivation and performance of sales personnel.• Collaborated closely with senior management to develop key business review presentations and materials, serving as the key finance contact for operations and driving capacity and expense management through disciplined departmental reviews.