Led a dynamic, cross-functional team that accelerated growth and transformation across the 2,500-person GTM team by connecting strategy, people, and process. We defined the operating rhythm, led communications and organization transformations, identified and removed roadblocks, and drove consistency across the GTM organization as we sought to scale to $3.5B in revenue by 2027.Built and led the cross-functional global sales play system that successfully activated the field, delivered pipeline generation, and accelerated new business and expansion sales growth. Cross-functional team included sales, sales strategy, product marketing, regional marketing, sales operations, and sales enablement.

Engineered Materials business unit: Americas POM business $250MM P&L responsibility for various end markets across North & South America. Drove record sales & profits while guiding the cross-functional organization thru unpredictable Covid-19 demand/market disruptions, a force majeure, & unprecedented global supply chain complexities.Role encompassed product management, pricing strategy & execution, competitive intelligence, contracting & deal strategy, product mix & supply/manufacturing decisions during Covid-19 disruptions, defining/revising business rules, and cross-functional problem solving thru the entire value chain from pre-sale to post-sale customer experience.

Engineered Materials business unit: Global product line strategy development for PBT, UHMWPE, and POM addressing Automotive, Industrial, and Consumer markets

Food/Pharma/Personal Care Ingredients business unit: Sales and new business development for the United States and Canada and select global accounts. Focused on providing high quality service and solutions for CPG & Pharma customers and defining/deploying our ingredient distribution partner strategy. Developed customer intimacy, communicated tailored value propositions, formulated pricing strategy, negotiated sales and distribution contracts, delivered on sales targets, led competitive intelligence gathering, and advised on global competitive strategy.

Cellulose Derivatives business unit: Collected and synthesized internal and external market, customer, and competitive intelligence. Developed sales, production asset, and M&A strategies considering industry cost curve and strategic options for industry consolidation and capacity rationalization in the shrinking tobacco market. Created executive communications on strategy and results for Board of Directors, global team, and external communications.

Member of growing M&A team building tools and processes to support M&A strategy. Evaluated 100+ companies in new markets and developed investment theses for transformational acquisition opportunities. Created financial models estimating M&A revenue/cost synergies and determined valuations for various targets across industries. Assessed business sustainability and strategic scenarios for businesses in food ingredient and materials industries.

Benchmarked global product manufacturing costs in the Emulsions business to optimize production loading; determined innovation ROI, and evaluated global pricing tool use and integrity

Consulted on business plan development (market analysis, product analysis, financials, IP research) for software start-ups: - AgileLaw: Offers a cloud-based legal software solution enabling digital legal documents to replace hard copy exhibits filling dozens of binders at depositions/trials which save lawyers time, energy, & money (www.agilelaw.com) - Supply chain software company

Developed governance framework and process improvements to implement financial and SOX controls on $250Mn of inventory at 1,000+ sitesFinance Rotation Program - Final annual rotation within three-year Finance Rotation Program, limited to select top performers and future company leaders; first pre-MBA candidate in the program.

Large Enterprise Sales: Led global, cross-functional project team of 20 to implement sales pricing optimization methodologies across the eight largest commercial sales markets globally resulting in up to four points of gross margin improvement, worth $200MM annualized. Built and pitched a three-year, $1B Networking solutions business case with cross-functional team of 10, our operational/financial plans drove multi-million dollar investments in solutions, marketing, & sales. Served as Chief of Staff for the CFO of the $16B Large Enterprise Business Unit supported by a 200-person global finance team.Finance Rotation Program - Second annual rotation within three-year Finance Rotation Program, limited to select top performers and future company leaders; first pre-MBA candidate in the program.

North America Public Advanced Systems Group: Designed cross-functional financial planning and analysis process for $3B business that improved forecast accuracy >10% across all product lines. Established quotas, managed sales compensation, designed sales contests, and analyzed productivity for 250 sales makers.Finance Rotation Program - First annual rotation within three-year Finance Rotation Program, limited to select top performers and future company leaders; first pre-MBA candidate in the program.

Global Services team: Led global team to standardize global FP&A process and redeploy 10 headcount worldwide

Collaborated with the global finance team to perform financial planning and analysis (FP&A) of the $6B Global Services business including understanding and application of services accounting rules. Drove improved near-term profitability via Sales' discounting behavior modification post-analysis of P&L impact of sales discounts on services vs products. Produced business performance presentations for the Executive Leadership Team and Board of Directors. Tested Sarbanes-Oxley controls on the services balance sheet liability.

Americas Enterprise Logistics: Tracked and accounted for $7MM of parts inventory in 20+ countries and reduced customs delays by two days by improving logistics, IT, and reporting processes. Strengthened the operation organization’s control environment through design and implementation of: controls training, rated internal control testing, management action plans, and regular executive updates on control deficiencies.