Led business operations for Shoreline Equity Partners-backed consolidation of nine commercial paving businesses with >500 employees.•General Management: Worked with presidents, operations leaders and sales executives to drive day-to-day business performance, improve operating efficiency, and expand teams to support growth.•Change Management: Guided family-business leaders through transition from founder-owned management practices to private equity corporate environment and governance.•Integration: Implemented common CRM and operating workflow system across nine operating companies. Launched equipment monitoring platform to improve workflow and capture daily operating data. Standardized company-wide safety program with OSHA certifications, operator training and safety reporting. Redesigned workflow systems to address platform-oriented business needs including subcontracting, scheduling, and invoicing.•DBS-Principle Implementation & Results: Utilized newly generated operating data to implement Daily Management and create Standard Work, taking the business from tracking ~10% below budget on revenue and EBITDA to exceeding the 2022 budget by +6% on revenue and +22% on EBITDA. •Successful Exit: Sold business to Brothers National, creating Pave America, the largest US-based commercial paving contractor.

Supported biotech teams on covid-related capacity expansion activities related to vaccine and therapeutic production.•Site Acquisition: Acquired 95 acre site to support Single-use Technology (SUT) production.•Manufacturing Layout: Developed initial people and material process flow map for build-out of 200K square foot Phase 1 SUT manufacturing space including nine separate cleanrooms.•Government Contracts: Negotiated and finalized financial incentives with state and local governments to support capital investment and labor expansion plans for Pall and Cytiva facilities.

Managed all aspects of Danaher’s investor relations program as part of three-person IR team, stock price increased 54% during tenure and received IR Magazine awards in 2020 and 2021 as Best Healthcare IR team. •Executive Engagement: Worked directly with Danaher’s CEO and CFO to develop messaging frames, scripts, and FAQs for quarterly earnings releases and investor meetings. •Strategic Messaging: Engaged regularly with current investors and sell-side analysts to deliver key messages on company performance, strategic differentiation, and outlook.•Commercial Execution: Cultivated relationships with prospective investors resulting in the origination of a top ten shareholder through the purchase of nine million shares, a $2 billion investment. •DBS Implementation: Created KPIs and Funnel Management for investor targeting and engagement.

Led turnaround of field service team from a reactive break-fix organization to a proactive, high-performing extension of Pall’s commercial team, improving customer relations, team engagement, and financial performance.•DBS Implementation: Implemented DBS Standard Work including Daily Management, action plans, service trackers, bowlers with field service engineer KPIs, and an SAP-based service management system.•P&L Ownership: High transaction volume business covering installations, routine maintenance, emergency repair and spare parts for 11 instrument platforms. Exceeded growth targets resulting in 2018 revenue: +31% vs. +21% target and 2019 H1 revenue: +26% vs. +17% target.•Strategic Pricing: Executed strategic price increase generating >300bps net price and redirecting depot-based services to field-based services allowing for +25% increase in direct customer interactions.•Team Building: Recruited new managers and field service engineers, increasing total headcount by 70%, while top-grading existing talent and adding new support functions. Increased team engagement scores by 75% during tenure.•Product Development: Developed service contract portfolio with related support materials, driving predictable, tiered service revenue and eliminating free service giveaways.•Product Life Cycle Management: Created incentive program and obsolescence process to transition customers off older systems and upgrade to current system releases.

Deployed the Danaher Business System to solve commercial challenges during and after integration. •Change Management: Gained followership for DBS adoption within a historical company with long-established culture and operating practices. •Price Development: +100% increase in annual price attainment by creating a new pricing strategy and Standard Work in collaboration with commercial and procurement leaders. •On-time Delivery: Identified and distilled complex problem linking incomplete material master records (MMR) to Pall’s 65% OTD. Recruited and led twelve-person team to resolve MMR issues as part of 2018 Policy Deployment. Improvement metrics included: reduced MMR access points from >1,000 to 113, established ownership of 665K SKUs (finished goods and raw materials), and reduced MMR creation and extension times to less than 48 hours.•Product Life Cycle Management: Used Value Stream Mapping and Transactional Process Improvement tools to develop a product obsolescence process allowing Pall to begin reducing SKU complexity in its commercial offering.

Developed organic and acquisition strategies for Danaher Corporate and all operating companies. •M&A Strategy: Evaluated markets-of-interest, developing proprietary viewpoint on attractiveness through primary research. Examples include toxicology, genomic labs, and hospital instrumentation. •Strategic Planning: Facilitated strategic planning sessions with operating companies in the Industrial, Life Sciences and Diagnostics platforms for global and China markets.

Acquired companies across all Danaher operating platforms.•M&A Execution: Managed all aspects of deal process including due diligence, valuation, and contract negotiations.•Capital Deployment: Deployed >$8bn of capital across 14 deals ranging in transaction size and complexity.

Co-founded LiveSity.com, a full-service rental platform exclusively for grad students to list and book short-term housing.•Website Development: Managed external back and front-end developers to build and optimize an Airbnb-like apartment rental marketplace. Features included direct messaging with automatic privacy filters, Stripe payment integration, host/renter profile creation, apartment profile with pictures, and admin management portal. •Business Launch: Successfully launched in Summer 2017 across seven cities and 36 business and law schools. •Sales and Marketing: Developed strategy and created marketing materials to introduce the platform and communicate its value proposition to on-campus student organizations.

Participated in investing GEI V, a $5.3B fund deployed primarily in multi-location businesses across multiple end markets, including retail, healthcare, home building, consumer products, and consumer services. •Investment Evaluation: Managed the entire investment due diligence process, including analyzing financial and operating performance metrics, conducting management meetings, and coordinating outside legal, accounting, and financing teams. Presented findings and investment recommendations to the internal investment committee.•Portfolio Diversification: Completed investments in public debt and equity securities to diversify the firm’s existing portfolio and achieve minority positions in potential take-private acquisitions.•Portfolio Management: Worked with portfolio company executives and board members to monitor company performance, guide growth plans, and formulate strategy.

Analyzed financials at newly acquired DLJ office focused on leveraged finance and private equity sponsor coverage.•Financial Analysis: Performed extensive financial analysis through construction of leverage recap models, discounted cash flow, accretion/dilution, debt and equity comparable and precedent transaction analyses.•Peer Leadership: Elected by peers to serve as the Analyst Committee representative for the Los Angeles office.