• Assisting early stage companies with fundraising, investor roadshows, business modeling, organizational design, and execution• Assisting clients with M&A services

Oversaw business strategy, finance, IT, and corporate performance management function of a $320 million privately-held retail company with four national brands. Reported directly to Chairman & CEO. Corporate Officer and member of Executive Team. Led strategic shared services with responsibility for annual and long-range strategic planning, M&A, capital structure management, IT strategy, governance, and enterprise-wide strategic initiative oversight. Increased consolidated EBITDA margin by 11% in 18 months.Worked closely with the CEO and Board of Directors to formulate M&A strategies, capital structure alternatives, growth and business integration strategies, and formulation of long-term strategic direction. Successfully closed major equity raise and debt restructuring transaction that enabled the company to pursue long-range growth plan and alternative M&A strategies. Successfully closed a company sale and merger transaction culminating in a combined $450M business entity.Responsible for development and execution of business intelligence strategy roadmap, corporate and business unit strategy and KPI architecture, and performance dashboarding & scorecarding; identified and catalyzed focus on most critical business opportunities and priorities. Oversaw two largest strategic initiatives and enterprise-wide business intelligence technology deployments in company history to over 500 users.

A leader of the Denver office responsible for managing project delivery, providing client relationship and account management, and developing office growth and operational strategy. Responsible for driving formulation of Corporate Performance Management target service offerings, business development approach, account management model, recruiting, professional development, and mentoring. Lead a comprehensive business process renewal program for a $300-million business unit of a Fortune 500 company; defined “next generation” operational model; developed action plan to implement changes, and apply technology to optimize operations and partner integration. Worked directly with COOs, CFOs, and CEOs of Fortune 1000 companies and SMEs to spearhead enterprise-wide CPM solutions that involved creating corporate and business unit BI strategies including KPI architecture, dashboards and scorecards, and CPM/BI tool deployments.

Provided leadership to establishment of Lante’s national eBusiness strategy practice (acquired by SBI in 2002) designed to help financial services and high-tech clients conceive, develop, and implement effective eBusiness strategies, models, and processes which in turn improved partner and business unit integration, optimized operational performance and effectiveness, and drove new products and markets. Assisted major corporations improve business performance and processes through web-based business solutions, enterprise technology platforms, and business process outsourcing. Spearheaded creation of standardized methodological and client engagement approaches enabling flexible, yet repeatable program management and rapid project execution.Developed service offerings to drive business in the areas of eMarket models, collaborative commerce, and business process renewal.

Responsible for managing multilateral aid projects in Central Europe and Russia in the areas of privatization, turnaround, banking, and foreign investment.