Audited the control framework in place for financial modeling related to shop overhead rates (OCPH) and turnaround time (TAT) recommending simplification measures for the calculations in both areasChallenged the business on COVID-19 impact of OCPH and TAT on service agreement financial modeling recommending short-term modifiers to capture the impact in the 2020 modeling cycle

Prepared recommendation on how to improve governance and more efficiently allocate R&R in relation to the recent service model transition from internal shared services to outsourced shared services/business ownedDeveloped a daily tracker to be used to monitor the operational impact of COVID-19 in relation to outage event pushouts for Gas Power services operations, finance, and field services teams to drive strategy decisions

Designed action plan for combined Power & Renewable Treasurer to clean up portfolio of active instruments and implement more stringent controls for ensuring timely retirement to free up capacity for new deals

Performed a financial audit of the GE Gas Power New Units business in Southeast Asia in the following areas:ASC 606 - Over Time Project AccountingASC 606 - Point in Time Project AccountingASC 420 - Sundry LossesASC 420 - Asset Retirement Obligations

Performed an advisory assignment to enhance the enterprise risk management framework within GE Aviation including the following:Internal landscaping of current ERM processes present within the businessExternal benchmarking to best practices presented in Deloitte, McKinsey, BCG, and COSO articlesGAP analysis between GE Aviation process and external best practicesCreation of an ERM playbook outlining the wing-to-wing risk assessment processPiloting of the annual ERM process for risk assessment and quantification

Performed a financial audit of the GE Aviation Military Systems Operations business in the following areas:ASC 606 - Point in Time Revenue RecognitionASC 606 - Over Time Revenue RecognitionASC 323 - Joint Venture Equity Method AccountingASC 340 - Costs to Fulfill a ContractRemaining Performance Obligation

• Updated the commercial underwriting tool’s policy around escalation and productivity to increase the accuracy of contract risk scenario modeling for commercial deal reviews• Designed a credit underwriting hierarchy for 500+ long term service agreement (LTSA) customers leveraging S&P Capital IQ, Moody’s, Rapid Ratings, and through a partnership with Global Operations Finance for internal ratings• Performed a risk analysis on the Vistra/Dynegy merger analyzing debt obligations, future billing risk, utilization risk, asset sale risk, and renegotiation risk• Developed a root cause-action framework and implemented operating rhythms to drive action on $40M of aged past dues in collaboration with five regional teams and invoice-to-cash shared services

• Calculated long term monetization discounts through a partnership with Working Capital Solutions and prepared a reporting package summarizing the run-off landscape of Power Services’ different monetization programs• Led an initiative in coordination with regional cash teams and the risk modeling team to reconcile and correct LTSA billing modeling to account for long term A/R monetization to properly forecast future billings• Managed two simplification projects in collaboration with finance IT around billings and deferred analytics that provided real-time LTSA billings information for the first time and reduced deferred data request turnaround• Identified $25M cash renegotiation opportunity to reduce customer payment terms from 60+ days down to 30 days to align to the delegation of authority policy implemented by GE senior leadership

• Analyzed the backlog reporting process identifying several areas for improvement, implemented process fixes, aligned steps to functional owners, and created process documentation for training and audit trail purposes• Prepared a post-Alstom acquisition backlog and margin portfolio analysis highlighting the impact of the transformation from an equipment to a project business to assist the CEO/CFO with go-forward strategy decisions• Proposed changing sales price impact reporting to account for project type (equipment only, power island, turnkey) to more accurately show which products were driving our commercial pricing impact on margin• Coordinated with sales, human resources, communications, legal, product management, supply chain, projects, and engineering functional leaders to forecast and achieve cost out targets on a $2B base cost budget

• Leveraged the Oracle HR costing tool to realign headcount and update cost center information in coordination with several functional cost leaders to more accurately forecast and report functional cost• Communicated with requisition engineers across five different regions to maximize liquidation of engineering hours to projects through the vouchering system to ensure accurate cost accounting• Collaborated with the Corporate Audit Staff and the Material Shipped Direct sourcing team to implement new supplier payment terms focused on retention payments to achieve over $20M in cash benefit for the business

Competed for the University of Florida in International Case Competitions in which participants perform mock consulting in a team of four individuals with the ultimate goal of solving a business problem and preparing a presentation under certain time constraints at the following competitions:University of Navarra International Case Competition in Pamplona, Spain (March 2015)International Case Competition @ Maastricht in Maastricht, Netherlands (April 2015) - placed 2ndThammasat Undergraduate Business Challenge in Bangkok, Thailand (August 2015) - placed 2ndAustralian Undergraduate Business Case Competition in Sydney, Australia (November 2015)John Molson Undergraduate Case Competition in Montreal, Quebec (February 2016)

Performed a historical analysis for all GE Lufkin from 3Q 2013 to 1Q 2015 in order to identify trends in contribution margin and operating marginNormalized all GE Lufkin data from 3Q 2013 to 1Q 2015 for unusual transactions in order to create an accounting view for normal quarter-to-quarter operationsAnalyzed all GE Lufkin normalized data in order to identify the effects of Lufkin's market share retaining efforts, supply chain/sourcing initiatives and dynamic pricing

• Chosen as one of eight top- performing students out of all public speaking classes at the University of Florida • Designed and facilitated workshops for groups of 30-200 students to provide assistance with speech anxiety, delivery, formatting, and PowerPoint presentations• Consulted undergraduate business students on an individual basis to research, prepare, and present differing presentations

• Developed a tracker for 62 contracts containing guaranteed performance clauses compiling 3.5 years of monthly customer reports into an Excel template that will allow for detailed predictions of future bonuses and liquidated damages• Performed a fixed asset physical inventory physically at the GE Training Center for 14 assets and coordinated with the Germany Training Center and Tehachapi Manufacturing Center for an additional 12 assets adhering to GAAP policy• Consolidated the 2014 Americas Wind Services OP plan and Q1-2 actual data into a report that breaks down sales and cost into individual buckets which was used for quarter close to identify variance drivers at the wind site level

• Created standard operating procedures for key responsibilities and functions to ensure an easy transition for the next executive board member• Implemented a monitoring system using Microsoft Excel in order to record attendance of members at events and calculate member fines on a weekly basis in order to reduce fines by 25% by the end of the semester• Mentored and trained a group of five individuals to track and manage brothers’ membership requirements in order to decrease the processing time of reporting information from bimonthly to weekly

• Elected Executive Board member tasked with managing all alumni networking activities and communications• Managed $2,000 of the Alpha Phi chapter budget along with its allocation to plan several brotherhood events• Compiled information for over 700 alumni and created a network for members to reach out to alumni for job and internship opportunities• Supervised the weekly operations of a 200+ member fraternity as part of a 12 person executive board

• Arranged meetings with student organization leaders to assist with financial planning in order to ensure that they spent 80% of their allotted budget and would be eligible for a budget increase next semester• Administered disbursement of student organization funds totaling $30,000 in compliance with university purchasing policies• Instituted budget management and purchasing policy workshops to aid student organizations within the College of Business

• Prepared a deliverable for a local business to outline weaknesses in sales strategy and provided recommendations to improve the merchandise selection and retail store, which resulted in significant sales increases• Researched competing local cross fit gyms’ sales incentives, product lines, and retail spaces to generate ideas on how to make the company more competitive in the local market and gain market share• Collaborated with a team of six individuals to delegate tasks in order to cut down research and preparation time by one week

• Planned an involvement fair to recruit business students to participate in 20 different projects• Increased volunteer recruitment by 20 percent and application volume by 15 percent through marketing efforts• Designed a new application processing system that increased processing time by 50 percent