After leading the DRIVIN post-merger integration, I accepted an elevated transformation role reporting to the then KAR Global COO. We structured the KAR Sales Enablement program with eight growth initiatives centered around Data Insights. Internally, the work stitched a cohesive analytics thread through Sales, Marketing, and Product org. silos. Externally, we changed customer perceptions and moved KAR Global into a leadership position for analytics.Select Highlights:- Designed industry leading Analytics Dashboards now published in real-time on the KAR Insights tab.- Pioneered behavioral-based customer segmentation techniques inside an Industrials company. Using an iterative K-Means Clustering process, we defined seven distinct buying clusters, their associated unique attributes, unmet market needs, and growth potential.- Our team adapted a DRIVIN analytics platform to create an enablement layer for the Inside Sales team delivering (1) better account prioritization through segmentation, (2) new engagement capabilities through curated recommendation emails, and (3) real-time reporting on sales activity. - Built bespoke analytics portals for largest commercial customers to assess quarterly performance and identify growth opportunities across four dimensions: Site Engagement, Dealership Networks, Vehicle Models, and Market Inventory Balance.- Launched a market-first, innovative service taking recommendations to their conclusion ... where the vehicle just shows up: a hands-off, outsourced solution for vehicle acquisition.

DRIVIN was an incubated company out of Lightbank Venture Capital. I was the third employee. Co-wrote the original business case. Built our financial models. Held master on our pitch decks. Structured our go-to-market strategy. Designed our inventory optimization recommendation models to better match used car supply and demand across the US. We raised $24M over three rounds and sold the company to the industry leader (KAR Global: KAR) for $43M in less than two years. At the time of sale, I was responsible for multiple teams: Inside Sales, Customer Experience, and Fulfillment and nearly half our employees. Following the sale, I led the post-merger integration ... so the prioritized roadmap to syndicate our capabilities across the various portfolio companies.

Select highlights:- Managed nine month project (design + implementation phase) for $2B+ business unit to improve customer fulfillment across a global distribution network by aligning inventory levels to demand and supply variability with $100M+ in inventory reduction identified and additional revenue growth- Managed project to design a future state US distribution network with junior analyst and five client team members, quantified 3-7% annual cost reduction on $100M baseline, and directly contributed to selling follow-on project to design a global network- Led eight member client team with through 12 process design workshops within transformation program of distressed retailer to improve seasonal forecasting by aligning resources and analytical capabilities on highest risk “bets” resulting in a projected $10M+ margin improvement- Coached 48 client cost reduction teams through a structured Design to Cost methodology to reduce the construction cost of a major program from $80B to $60B and expanded influence by developing 10 business cases to prioritized follow-up efforts

Very unique experience building a true greenfield factory with rapid employee and revenue growth. I joined the US senior leadership team of a then recent acquisition to establish the Project Management Office (PMO), transfer production technology and quality standards from Germany, and launch a new Rail product to the US market.

Experience: - Responsible for 13 project team members and financial results of 5 projects totaling $8M- Led Sales and Operations Planning pilot for a department with a $21M forecasted year end shortfall, implemented 11 actions to close the gap by $19M within 14 weeks- Presented results and company-wide roll out plan to the CEO and CFO, process was added to “Market Leadership 2010” initiative and rolled out at 6 other divisions

Gained broad exposure to Global Operations with eight month rotations in LEAN manufacturing, supply chain management, and factory production design.Experience:- Coordinated largest production transfer between German engineering office and two U.S. manufacturing facilities, ~$90M contract for the New York Transit AuthorityBackground:The Siemens Graduate Program has been encouraging the international development of future leaders since 1922.