• Developed and implemented systems, infrastructure, processes and staffing for a $2.5 billion divestiture of an $18 billion company including IT, finance, operations, marketing and HR.• Served as interim COO leading operations, product development, marketing, pricing, IT and staffing.• Created a strategic plan focused on technology, operations, and marketing for direct report to McDonalds’ CEO.• Built a program management office (PMO), processes, systems and tools for a $1 billion company. • Conducted due diligence assessments for M&A company evaluations.• Led enterprise projects at $1.7 billion company including applications, infrastructure, vendor RFP’s, outsourcing vendor negotiation and management, an ERP implementation and process reengineering.• Managed local/offshore resources to turnaround a global IT improvement initiative at Northern Trust.

The Chicago office of this consulting firm focused on enterprise planning and initiatives. The CEO was the former EVP – Strategy, EVP - eBusiness and Global CFO at PwC. Responsibilities included advising senior management at Fortune 500 firms, creating and implementing strategies, leveraging ERP’s, modeling financials, building client relationships, developing staff and leading complex projects and programs.• Developed and implemented a company-wide strategy at an $8 billion company (CSX) for 20+ global initiatives. Designed and led a program management office that supervised over twenty Vice Presidents and developed P&L’s, scorecards, work plans, performance measures and process redesign to ensure flawless execution. Generated $12 million in annual savings on one of the 20+ initiatives, which was published in an industry trade journal.• Assessed strategic fit and developed an implementation plan for standardizing consumer loan applications at Bank of America. Reviewed and enhanced a program management and governance function. Resulted in $7 million of savings.• Led a company-wide project for a $5 billion company w/200 acquisitions. Developed key components of the operations and technology strategies. Created detailed implementation plans and standards, assessed vendor contracts, led negotiations and managed stakeholders. Recommendations led to $200 million in cost avoidance for a new division.