Lead team focused on prioritization and successful delivery of enterprise-wide strategic capital initiatives.

Established and defined role as first fund-level Vice President of Finance (reporting to CEO) for high growth, early stage private equity fund.• Created and implemented investment review tool to vet potential acquisition targets. • Lead first portfolio wide annual budgeting process to define future growth potential for external stakeholders and establish internal KPI's and financial targets.

Lead team of 35 focused on all aspects of Enterprise-wide Financial Planning & Forecasting and Capital Governance. Additionally, served as lead Finance executive for enterprise strategy & innovation efforts, including business development / M&A, enterprise strategy development, competitive benchmarking and internal innovation. • Facilitated series of conversations with C-suite leadership team regarding long-term financial and industry projections, resulting in resource re-prioritization, improved strategic clarity, and updated financial aspirations. • Drove enterprise-wide discussions to analyze and optimize spend on store remodel and new store build programs. Leveraged forward looking stores valuation analysis to determine desired return targets and partnered across organization to operationalize these changes.

Led team of 70 supporting Merchandising, Digital and Strategy & Innovation pyramids. Division Level CFO-support for: merchandising, pricing and promotions, merchandise planning, digital initiatives and vendor negotiations. Owned and maintained major merchandising & financial reporting and analytics systems. Additionally, served as lead Finance executive for Enterprise Strategy & Innovation efforts, including enterprise strategy development and governance and business case development for start-up innovation portfolio. • Led efforts to evaluate and improve profitability of Digital channel. Built tools and leveraged new operational data sources to educate merchandising teams on item level decisions that could be made to improve profit. Trending to see over significant improvement in channel profitability, while still maintaining desired top-line growth rates. • Re-invigorated billion-dollar initiatives around vendor costs and payment terms. Identified and drove implementation of new initiative to bring payment terms in-line with industry standards; developed new Business Intelligence tools for use in vendor negotiations; and evangelized importance of initiative across the organization. Significant improvement in metrics seen across P&L and balance sheet metrics.• Created business cases, budget and governance process for new Innovation function. Clearly defined success metrics enabled Finance to quickly identify and take action on projects not meeting financial commitments.

Lead team of 120 (including 40 in India) to directly manage allocation of total stores expense across all ~1,800 stores. Responsible for ensuring stores met hourly payroll goals each month as well as the implementation of strategies to optimize payroll overall spend. • Championed initiative to extend Target’s hours of operation in specific stores as identified by predictive statistical analysis. Partnered with field leadership to address challenges and implement changes, resulting in meaningful incremental Sales annually. • Developed and successfully launched new reporting tool providing comprehensive, and greatly enhanced financial and operational insights to all store leaders. Tool provided real-time sales data to improve staffing decisions, greater visualization to identify sales opportunities, and was delivered on mobile devices to reduce time off the sales floor. • Voted “Most Valuable Player” in Store Operations across peer group / leadership team in 2014.

Lead team of 15 focused on all aspects of Enterprise-wide Financial Planning, including budgeting, support for Investor Relations and Board of Directors meetings. • Established for the first time an integrated process to combine Financial Long Range Planning and Enterprise Strategic development. Enabled more strategic review of long range financial projections to enable better enterprise prioritization decisions.

Lead team of 6 to drive allocation and adequate financial return of Target’s $2B+ in annual Capital Expenditures.

Served as CFO of Target’s $12B Home Furnishing’s business. Lead team of 5 division level CFO’s.

Lead team of 3 to budget $500M of expense across all aspects of Target’s Supply Chain.

Developed detailed business cases to support investment in technology projects supporting merchandising and supply chain initiatives.

Supported field leadership for 1,700+ stores with financial education and analysis. Maintained plan details and all scoring calculations for financial incentive plan impacting 300,000 store team members.