Responsible for Direct-to-Consumer (DTC) fiscal planning and operational analysis including eCommerce and Retail. Establish a high-performance retail finance function by coaching and developing staff to learn the retail brick and mortar and e-commerce business models, and to effectively plan, measure and improve financial performance. Play advisory role in establishing consistent planning processes, reporting and analysis for our global retail business. Partner and collaborate with international finance leaders to implement best practices in the areas of the financial planning, capital investment analysis and financial reporting.

Responsible for fiscal planning and operational analysis of $1.0B Direct-to-Consumer (DTC) including eCommerce and Brick & Mortar Retail. Establishing a high-performance retail finance team including coaching and developing staff to learn the retail brick and mortar and e-commerce business models, and to effectively plan, measure and improve financial performance. Partner and collaborate with cross-functional team leaders including Accounting, Marketing, Supply Chain, Operations, Real Estate and international finance leaders to improve core business process, deliver transformational business initiatives, develop/integrate business systems to drive operational effectiveness and establish best practices in the areas of the financial planning, capital investment analysis and financial reporting. Provide board presentations and executive reporting for decision support. Leverage operational data, consumer insights and key trends/metrics to provide a clear picture of business health, framing complex business problems, identify emerging risks and opportunities.

Leading a high functioning analytical team responsible for operational planning, capital planning, strategic planning, forecasting, business analysis, initiative planning, cost controls and process improvement for Store Operations, Marketing, Product Sourcing, Merchandising, Real Estate, Human Resources and IT in the turnaround of a women’s clothing and accessory retailer.▪ Co-lead the development of an enterprise-wide resource planning (ERP) tool using SQL servers, SAP, Excel Add-Ins and Agile workflow techniques reducing annual planning time by 40% while avoiding $600K investment in new system and upgrades and re-purposing saved analyst time to initiative planning and value adding projects▪ Developed a performance management portal in collaboration with Business Intelligence and IT teams providing exception-based reporting to Functional Area leaders▪ Strategy mapping business functions and KPIs for improved performance management and business development▪ Developing and leading cross-functional process improvement initiatives in Supply Chain, Store Operations, Real Estate and IT

Responsible for leading a team of analysts planning, forecasting and analyzing $1.3B in retail inventory trends for 1,100 retail grocery stores; partnering with IT, Finance, Retail Operations, Supply Chain and Merchandising corporate and field teams to drive efficiencies via initiative development and deployment; developing business intelligence tools and accurate and actionable reports utilizing SQL data queries and statistical analysis to improve shrink and inventory performance. The scopes include paper shrink, accounting methodology impacts (retail vs cost), point of sales and inventory system data quality, Lean/Six Sigma principles for eliminating waste and process improvement, evaluating merchandising promotional sell through rates and ladder strategies, predictive modeling and planning via regression analysis.▪ Developed perpetual inventory tool to calculate daily store level on-hand inventory and co-lead the cross-functional deployment of initiatives to 1,100 retail grocery stores to evaluate and reduce excess inventory resulting in $200M in annualized savings▪ Lead the construction of an inventory planning model for using regression analysis to fairly allocate stretch goals, identify stores with inventory reduction opportunities and align inventory planning with corporate working capital goals▪ Recruit, develop and manage a team of 6 data and financial analyst in process improvement efforts and the automation of weekly, monthly financial and operating reports for senior management review on iPads using Tableau, Oracle and SQL▪ Communicate process and outcomes clearly and succinctly to key business partners and senior management▪ Perform significant ad hoc analysis and project management as assigned

Selected by CFO to be financial lead embedded in the newly formed Business Transformation Office of a $40+ billion Fortune 500 company. Responsible for developing financial metrics, performing profit improvement analysis, and financial planning for strategic initiatives requiring cross-functional partnering with Marketing, Retail Operations, Merchandising and Accounting teams for business case development, tracking and executive reporting. ▪ Successfully constructed financial feasibility studies for a portfolio of initiatives impacting store operations, pricing and promotions, recycling, energy consumption and consumer loyalty resulting in $240M in profit improvement▪ In collaboration with IT, developed web-enable business intelligence reporting tools utilizing Oracle, SQL data tables, Hyperion Essbase, advanced Microsoft Excel tools, Tableau and SharePoint to Executive Leadership decision making▪ Provided ad-hoc analytical support to initiative leadership including the development of “leading” operational measures to determine key drivers and cost-benefit model highlighting incremental process improvements

Franchise ownership and business proposal led to contract employment as an analyst reporting the Vice President of Business Development. Responsible for business plan reviews and recommendations of prospective franchisees’ and the valuation of 250 corporate stores designated ($13M in Sales) for franchising. - Responsible for developing business valuations and refranchising strategies of 250 corporate-owned retail outlets.- Provided analysis and recommendations on prospective franchisees' business cases and credit worthiness to Senior Management Approval Committee- Led financial negotiations with SBA lenders and internal financing committee resulting in securing more than $50M in unsecured loans for franchisees- Developed a standardized weekly franchise sales report analyzing sales stage, valuation, finance requirement, cash flow and balance sheet impact for Senior Management review- Planned, budgeted and executed franchise sales & marketing strategy including negotiations with business brokers and online vendors - Project successfully completed and transitioned

Reported to the Director Store Finance, Macy’s North Division (formerly Marshall Field’s), $300M in-store operating expense budget for 63 clothing store and furniture outlets. Managed a team of five (5) analysts responsible for consolidated store expense budgeting, forecasting, variance analysis, cost cutting and account reconciliation. - Responsible for planning $50M Seasonal FTE hours, Payroll and Non-payroll operating budget- Managed monthly Close of retail outlets, providing FTE utilization and expense reports, supply costs, warehouse sales and expenses against budget with actionable recommendations for Senior Management- Improved accuracy of weekly forecasts processing by incorporating regression of historical data, percent of sales trends and integrating Access, Essbase tools with Excel resulting in improved recommendations and tools for Store Leadership and Senior Management - Responsible for recruiting, training, review and retention a team of 5 person team of financial analysts - Essbase and Excel expert responsible for developing FTE hours, productivity and wages forecast models and actual versus budget reconciliations resulting in Senior Management presentations and working with Store Leadership to adopt cost effective budget surplus and deficit management strategies - Nominated to assist Human Resource in developing and providing Divisional Leadership training- Position eliminated following Macy’s Corporate decision to eliminate Divisional HQ (Formerly Marshall Field’s HQ )

- Responsible for Business, Health, Farm and Ranch and Auto business units’ earnings forecasts, consolidation of operating budgets including working with Actuarial to project financial risks- Essbase expert responsible for developing and updating account reporting hierarchy, operating budget planning and forecast models for multiple business units - Capital planning lead analyst conducted cost benefit analysis on retail outlet investements including start-up cost and relocation expenses, incorporating ROIC analysis, reporting to senior management with recommendations for approval and divisional balance sheet impact- Led cross-divisional review of capital threshold policy resulting in the adoption of new strategies to increase ROIC - Voluntary resignation to launch Health Care venture

Reported to the VP of Financial, Planning and Analysis of a $7B international tour company. Responsible for competitive analysis, business initiative valuations and modeling as well as co-managed a team of four (4) analysts in the development of annual operating plans, quarterly forecasts and variance analysis - Co-managed a team of four analysts in the development of quarterly forecasts, annual operating plans and analysis for $7B international tour company- Conducted ROIC, Cash Flow, Actual vs Plan, and lease vs buy analysis in the evaluation of capital investment strategies presenting results to BOD and Senior Management in support of strategic and operating decisions - Developed business valuations, strategic rationale and business models of several European acquisition targets resulting in $310M minority investment/joint venture with a leading U.K. tour company- Competitor analysis expert incorporating Bloomberg reports, gleaning analyst reports, fleet updates, pricing per berth and stock price performance into monthly presentation to CFO and VP of Finance - Provided performance analysis and reporting for Quarterly Earnings Release / Investor Call- Job-eliminated due to 9/11/01 impact on domestic cruise industry

- Analyzed and presented recommendations on capital allocations, acquisition candidates, operating and strategic plans of $5B parent company and subsidiaries - Provided analytical support for value enhancing projects such as dispositions of under-performing units, asset securitization ($160M) and the implementation/tracking/analysis of EVA as financial and operational performance measure- Developed planning models and forecasts for operating units using Hyperion (Essbase)- Developed business models highlighting the impact of off-balance sheet financing, cost of capital, lease versus buy decisions and accounting changes- Voluntary resignation for leadership position with Royal Caribbean