Led OneStream Financial Planning and Analysis (FP&A) and Workday Human Resources (HR) transformations.

Led engagements in the following areas: operations/finance improvement, internal audit, and technology strategy and selection. Representative projects and roles include:• Program Management Office (PMO): Managed a PMO consisting of seven projects, 200+ staff, and a budget of $18M for a Fortune 100 company as they deployed financial and accounting system updates. Responsibilities included producing executive dashboards, managing inter-project critical path activities, writing business cases, and facilitating executive steering committee meetings.• Joint Venture Management: Led a team of four in supporting a Fortune 100 company’s entry into a transformational joint venture with its primary competitor. Conducted five technical trainings on mortgage-backed securities topics to executives, analyzed over 30 business processes to identify pain points and roadblocks, and developed a visual tool to allow the PMO to track 30+ key initiatives.• Robotic Process Automation (RPA) Strategy and Proofs of Concept: Educated finance/accounting and IT executives at a large private equity company on RPA, identified three processes for proofs of concept, wrote business cases, managed development of two bots, demonstrated the functional bots to executives, and advised on return on investment, security concerns, and next steps.• Information Wall eCommunications Monitoring: Supported the Capital Markets Compliance department of a Fortune 100 company by designing, testing, and executing a highly visible and sensitive program to monitor e-communications for insider trading.• Finance Function Assessment: Conducted day-long workshop collecting data to assist a growing company with improving its billing function. Produced 68 recommendations around people, process, and technology and provided a roadmap for implementation.

Performed process improvement analysis and executed implementation of recommendations to realize significant cost savings, operations efficiency, and improved customer and employee experience. Representative projects and roles include:• Business Transformation: Led a team of 10 to analyze over 200 processes, identifying ~$80M in annual savings based on simulations and cycle time analysis. Facilitated ~20 in-person and virtual design events of between 10 and 40 participants. Led a geographically dispersed team of five to implement 46 reengineered processes, reducing client workload by 313 employees.• Process Architecture: Created a process architecture visually representing a large health care organization’s 28 processes and 92 supporting documents. This product influenced training materials and prioritization of future improvement efforts.• Process Mapping Standards and Tools (Internal): Built firm templates and best practices, managed roll out across organization.• Business Process Reengineering (BPR) Training Course (Internal): Developed and led a two-day BPR course that trained 120 colleagues.• Business Development (Internal): Acted as deputy manager for four proposals totaling $25M, obtained partner final approval, and managed production and delivery. Authored technical response sections for 12 proposals, white papers, and marketing decks generating $35M.

Supported military and civilian clients in negotiating standard performance measures and developing modern pricing strategies.