As CFO of Symphony Wireless, a private equity-backed leader in wireless infrastructure, I oversee the company’s financial strategy and operational excellence during a critical phase of growth. My priorities include driving financial accuracy, supporting scalable expansion, and fostering key partnerships with banks, investors, and industry stakeholders.With responsibilities spanning financial strategy, M&A execution, and stakeholder collaboration, I am dedicated to aligning Symphony’s financial objectives with its long-term vision. Together with a talented leadership team, I’m helping Symphony Wireless expand its impact in the telecommunications industry.

Led transformative financial operations at Phoenix Management, achieving an 80% boost in efficiency through scalable initiatives and automation. Enhanced forecasting accuracy by 100% in just three months, ensuring reliable financial planning and liquidity management. Streamlined cash flow and treasury functions, optimizing forecasts and safeguarding fiscal health while maintaining full regulatory, banking, and tax compliance.

As JLL grew from 15K to 90K employees worldwide, my level of responsibilities and accountabilities increased accordingly. As CFO East Regio Client Accounts, I was the first person to hold this position.Throughout my career, my expertise has integrated corporate- and client-facing roles. I have a reputation for solving the most complex of challenges and distilling accounting topics into language that anyone can understand.I oversaw a $1.9B P&L budget, 28 direct reports and a team of 100+ finance and accounting professionals who delivered commercial real estate services to about 60 key client accounts. Entrusted with managing over $1B of vendor spend on behalf of clients, I was a key member of the finance leadership team that managed over 150 client accounts and 750 professionals across the company.This wide-ranging role also involved ensuring GAAP, IFRS, SOX, ASC606 compliance; presenting to and training non-finance team members on topics such as ASC606, audit and P&L management; reviewing contracts for scope and compliance; and estimating incremental team size and cost. ADDITIONAL SCOPE OF IMPACT◈ Drove average 15% YoY margin growth over six consecutive years. Contributed $1.9B revenue, equivalent to 33%+ of North American division yield◈ Helped implement offshore team, taking advantage of labor arbitrage for rules-based roles, resulting in over $5M/50% of savings annually◈ Defined requirements to document, process and test a new ERP system, leading to $15MM combined savings and global applications◈ Implemented best practices that led to annual savings of over $1.5M and reduced financial risk to less than .5% of Net Income. __________JLL is an industry-leading real estate provider generating nearly $17B in revenue annually with operations around the globe with its 92K employees.

In 2012, I was specially selected to be relocated to California for two years to take a lead role for the DirecTV account, where I managed $25M spend and a US staff of 65 professionals in facilities management, engineering, procurement, vendor partnerships, finance, accounting and operational support and a total of 4.6M square feet of client office, call center and data center space.For Verizon, I was again selected to be relocated, this time to New York City, in 2014 to transform a role viewed as a liability into a trusted advisor position, mending a fractured relationship and serving as the primary point of contact with oversight of $105M in facilities and capital spending across 10K physical locations. I directed a staff of 21 associates performing ad hoc and financial planning and analysis, reconciliations, invoicing, billing and cash management services.SCOPE OF IMPACT – DirecTV◈ Created and implemented the strategic plan for a construction retrofit/remodel of 1M square feet headquarters in Los Angeles, CA, allowing daily business activities to continue on-site, savings millions of dollars.SCOPE OF IMPACT – Verizon◈ Overhauled accounting processes and controls that boosted KPI performance from failing to passing within six months◈ Owned U.S. quarterly and annual budget and forecasting process for capital and expense budgets, created controls and implemented PO procedures to drive improvements in expenses and accruals resulting in budget adherence within 3% and saving of ~$10M/10% year over year

This client-facing role combined the responsibilities of my two previous positions, widening my span of control and requiring me to simultaneously manage the operations and financial duties for Pfizer, Goldman Sachs.I oversaw the regional managers and domestic and international finance teams for these corporate clients, directed budget and forecasting processes, and supplied clients with insightful metrics reporting for strategic decision making.SCOPE OF IMPACT◈ Instrumental in producing $35M+ in total client savings for Pfizer and Goldman Sachs, far exceeding client expectations and generating 4.5/5 in client satisfaction scores◈ Developed analytics to substantiate every dollar spent and established more cost-effective relationships with 3rd-party resources

Recruited from my role as Senior Accountant at TransUnion in Chicago, I took a position at JLL as Senior Accountant and was promoted to Accounting Manager one year later, during which time I partnered directly with the CEO of a newly acquired project management company to scale best practices.I assumed increasing responsibilities over this period and in 2004 was promoted to Controller - Capital Markets, Project Development & Institutions, overseeing three business units with over $200M in combined revenue and assuming direct P&L responsibility including annual budgets and quarterly forecasting.SCOPE OF IMPACT◈ Responsible for two business units with $200M+ combined revenue, working closely with leadership to identify areas for improvement◈ Reduced overhead by 50% while simultaneously growing the business 50% and producing $1M+ in annualized savings◈ Returned the Capital Markets segment to compliance over a six-month period, preserving a $20M revenue stream that grew to $35M that same year◈ Achieved incremental annual savings of $400K by implementing process improvements◈ Developed and maintained compensation models for 900+ people◈ Prevented delisting of a client’s subsidiary through the implementation of financial controls◈ Triggered tremendous growth by funneling 50 performance categories to six key criteria and retooling compensation and incentive programs◈ Recognized as Jones Lang LaSalle (JLL) Club recipient, an award given awarded annually to the Top 5% of employees

OVERSAW FINANCIAL SERVICES … Financial Statements, Disbursements & 2nd Largest Expense – Oversaw financial services including: Analysis of financial statements. Verification and payment of company’s second largest expense. Maintenance of account and bank reconciliations for payroll and disbursement accounts. Creation and entry of journal entries. Consulting provided to senior staff ranging to SVP level across departments. Training of new Staff Accountants. Successfully cut time to prepare schedules from days to hours, saving over $20,000 annually.