Created EBI’s Sales Operations function leading to $15MM annualized bookings in 2020 by: Establishing weekly reporting metrics and reviews for Sales Management, forming a partnership between Business Development, Marketing, and Sales Operations to develop white papers and targeted marketing campaigns, and driving qualified lead generation.Responsible for developing ROI, NPV, Payback Period, and Prioritization of EBI’s key initiatives and investments by collaborating with EBI’s Corporate Functions & Business Units to develop and quantify the costs and benefits of each project in our PMO database.Responsible for leading EBI’s Mergers and Acquisitions process: Business Development, Due Diligence, Financial Modeling, Deal Structure/Compensation, Negotiation, and OnboardingElected by C-Suite to lead EBI’s Organizational Growth strategy (Jan 2020), one of seven High Leverage Initiatives. We developed our key growth objectives, determined goals and timing, and built road maps for dependencies. Early successes have been in M&A and establishing a pipeline process for business development.Drove the implementation of PowerBI, providing easy to digest KPI reports that allow for managers to view previously unavailable details regarding their Practice’s financial performance, such as: working capital metrics, retention rates, and client specific profitability

Initiated a quarterly forecasting process by partnering with Business Unit Leaders, Sales Leadership, Sales Employees, and C-Suite Executives. Turned forecasting into a “Leadership Process” resulting in quarterly strategic plans and initiativesCreated numerous growth initiatives to increase EBI’s top and bottom line by partnering with Marketing, Sales Leadership, and C-Suite Executives: Cross-selling and Re-engage Campaigns - resulting in $1MM+ bookingsSpearheaded the closure of EBI’s Site Acquisition Practice, which had been producing losses for several years, allowing management to allocate their time to more value-adding initiativesImplemented pricing tool to standardize the pricing and budgeting of new opportunities, leading to improved profit margins and increased efficiency of EBI’s business development processDeveloped weekly Key Performance Indicators Dashboard, providing the Leadership Team with ongoing insight, analysis, and recommendations for improvement on key metrics: Bookings, Revenues, Margins, Labor Multipliers, Invoicing, Collections, and CashIn charge of creating and leading EBI’s Monthly Business Reviews with C-Suite Executives providing analysis, insight, and recommendations for: Client Focused Profitability, Turnover, Key Clients, Sales Representatives, Trends, and EBI GrowthCollaborated with IT to use Salesforce to build reports for Sales Leadership and Sales Representatives; providing them with up-to-date information: bookings, backlog, WIP, collections, AR, and margin percentages by Business Unit & ClientResponsible for creating content for enterprise-wide Quarterly Company Updates by collaborating with the Leadership Team and Business Unit LeadersSupported EBI Re-org by developing Management Compensation Plans

Selected to relocate from W.R. Grace Headquarters to Cambridge to become the go-to analyst supporting a $1.4B spin-off.Recognized as a valued ‘Business Partner’ by C-Level management, CFO, CEO, Business Presidents and teams. Responsibilities ranged from: representing Financial Planning and Analysis team at Corporate Planning Summit; preparing presentations for the split of GCP Applied Technologies from W.R. Grace & Co., for Board of Directors; and championing our 2017 Annual Operating Plan (AOP). Championed the 2017 Annual Operating PlanPartnered with Business Presidents and CFOs to develop an aggressive yet achievable budgetDeveloped various budget models and sensitivity analysis, providing leadership insight into key budget decisions / drivers Prepared multiple presentations for: CEO, CFO, Business Presidents, and Vice Presidents / Functional Leaders2016 – 2019 Strategic Plan:Responsible for creating and managing strategic plan model & assumptions, linking company strategy to financial statements and providing dynamic visibility to company leadershipP&L, Cash Flow, Working CapitalCollaborated with Business’ CFOs and Presidents to establish metrics & growth outlook assumptionsPlayed a key role in the “standing up” of our newly created public company by:Taking on a significantly more expanded role in FP&A, exemplified by: managing corporate close & forecast process, becoming Leadership’s “point person” for consolidated financials, and assisting in creation of presentations for our Board of DirectorsEstablishing standards for Corporate FP&A Monthly / Quarterly / Yearly activitiesPartnered with our New Business Development / Mergers & Acquisitions team on various projects:Perform due diligence for potential / finalized acquisitionsCreate sensitivity analysis models for various M&A projects

Developed into a valued ‘Business Partner’ to Grace’s Corporate: Operations, Strategic Development, and Corporate Facilities functions, representing Corporate FP&A. Responsibilities ranged from preparing and analyzing financial metrics for Grace’s MORs and QBRs to identifying several optimization opportunities and leading the realization of these efficiency gains. Lead the finalization of the 2015 Allocation Model:Improved upon and enhanced each Business’ allocation %s based on multiple variables (Headcount, Direct Materials Spend, Time Spent, etc.)Partnered with multiple functions to complete model in an efficient and timely mannerPrepared Presentation for: CFO, Business Presidents, and Functional LeadersAutomated numerous processes which streamlined the delivery of the: P&L file (extended exponentially throughout 2014), creating timeliness in MOR processForecast Accuracy report, allowing visibility into long term forecasting abilities QBR Templates, generating accuracy and efficiency in the QBR process Engaged with a cross functional team to create a new collaboration solution for Global FP&A – FP&A SharePoint Site:Enabling employees from all areas of Grace to work together in order to complete centralized tasks more effectively. Adoption and usage of the site continues to grow and feedback has been very positive. Initiated and implemented improvements to expedite and simplify the PVME processes and reporting, reducing the PVME/QBR Bridge variance error to <0.0005%. Accomplished by fostering partnerships with: AccountingBusiness Finance LeadersSystems DevelopmentAssumed accountability for the publishing of Grace’s Gross Domestic Product

Created and Managed business, Established and Managed customer relationships, Developed and Executed marketing strategiesIncreased Revenue and Profit Margins each year Maintained service schedule, Prepared service estimates, and Organized and Administered business operationsEmployed a team of workers to fulfill services commitments