Strategy and Business Development Executive overseeing the development and implementation of corporate strategies, strategic partnerships, competitive intelligence, and special projects to support enterprise strategy. Additional responsibilities include leading the AI/ML organization across Lucid.

As a Senior Product Manager (Technical), I managed the end-to-end strategy development, planning, and execution for the deployment of multi-billion dollar cloud infrastructure (data center) products globally. Single threaded product/P&L owner across Commercial, Engineering, Energy, Real Estate, Economic Development, and other stakeholder teams. Delivered the global strategy and plan for AWS's newest 3AZ mega-region expansion (+2GW, >$10B capex) to optimize the AWS clean energy footprint and sustainably support long-term customer demand.

Head of Strategy and Finance within the AWS Business Development and Go-to Market (GTM) Sales Strategy organization. Led strategy, finance, and program management globally across the SAP, Oracle, and VMware workload services including growth strategy, sales forecasting/planning, GTM, revenue optimization, pricing/deal desk, productivity, market analysis, investments, and financial modeling.

Functional CFO for the Kraft Heinz snacks, desserts, and seasonal product portfolios (+$2B annual revenue) including FP&A, capital programs, revenue management, product commercialization, and operating efficiencies.

Strategic operations and process excellence leader for GE Power's Gas Turbine business. Led turnaround strategy (operations + finance) and working capital improvements for $3B of global inventory assets.• Managed targets and process improvements across 12 factory units in North America, Europe, and Asia (+10 dotted line reports); implemented controls framework to drive rigor, standardization, and critical performance insights • Defined turnaround strategy and project stack for 3x inventory turns growth by 2020 through lean and improved inventory management• Executed +$15M of inventory reduction by creating internal analytic tools and cross-functional operating reviews focused on working capital improvements

Partnered with C-Suite clients to drive cash and cost business strategies. Managed mission based teams (5-10 individuals) focused on operational excellence and working capital improvements.• Managed company-wide working capital program focused on the implementation and management of cash strategies; developed materials management audit to assess and optimize $14B of purchase orders• Led team to accelerate $215M of cash conversion within the GE Energy Connections portfolio thru sales and operations planning, shop capacity planning, and billing acceleration• Drove $420M of multi-year cost productivity across GE Oil & Gas portfolio thru engine service program enhancements, repair standardization, make/buy strategy, and material deflation data analytics• Created product and software pro-forma model for divestiture of GE Current Digital businessSummary of the Corporate Audit Staff Program below:

Conducted strategic consulting engagements and comprehensive financial audits across six GE Industrial businesses to drive operational excellence, process improvements and adherence to accounting principles• Developed and implemented supplier consigned inventory model to reduce GE Healthcare site inventory by 15% and improve supplier lead time; model recognized by company leadership and scaled globally• Drove GE Power M&A strategy for $2.2B in newly acquired inventory as part of GE’s largest industrial acquisition (Alstom); performed inventory valuation, purchase price allocation assessment, and determined operations integration for consolidated $6.7B inventory portfolio• Identified 55% lead time reduction opportunity for GE Additive fuel nozzles through lean and quality improvements

• Leveraged design to value principles to create should cost models for GE Renewable’s 2X wind turbine gearboxes; achieved 24% product cost out thru redesign, lean manufacturing, and supplier negotiation• Built and assessed government accounting control framework to ensure GE Aviation new military engine program compliance with Department of Defense regulations

GE's OMLP program is a two-year early career leadership program consisting of a combination of rigorous technical training and four rotational assignments. OMLP produces leaders capable of meeting the challenges facing the Supply Chain (inclusive of manufacturing, sourcing, and logistics) and Environment, Health & Safety functions at GE. GE Power & Water - Power Services Project Manager – Atlanta, GA• Conducted 13 global customer outage audits & end-to-end support for one major gas turbine outage• Led and developed Services Project Plan 3.0 simplification; winner of 2014 GE OneEHS AwardGE Power & Water - Interim site EHS Manager & Airfoil Shop EHS Leader – Bangor, ME• Managed site EHS program and operations for premier steam turbine factory (+400 employees)• Chaired successful 2013 site VPP recertification and implementation of site universal waste program