Currently leads a high performing multi-national team responsible for Financial Planning & Controlling across the global Customer Success organization

Responsible for delivering positive financial P&L performance for North America Cloud Subscription, Software License Sales & Support businesses, which encompasses a multi-billion-dollar annual revenue stream and 700+ sales employees.

Implemented strategic initiatives for multiple Boeing Military Aircraft manufacturing facilities in the United States centered around long-term facility planning, sourcing decisions, manufacturing best practices and operational innovation.

Served as Chief of Staff to the Boeing Executive Leader for Ridley Park PA operations, providing strategic guidance and leading high priority projects across a sprawling campus featuring multiple production lines (V-22 & H-47) and 5000+ employees across multiple disciplinesManaged aspects related to site operations ensuring prioritization of daily and long-term business objectives – including areas such as oversight of daily production & facility management, orchestrating senior leadership meetings, management of management KPI / performance measures, cross functional problem solving, & employee communications

Developed operations workforce & strategic sourcing strategy through teaming with multifunctional stakeholders to develop proposal strategies, generate business cases, implement action plans and track performance through KPI's

Served as team lead for V-22 Business Operations which included additional responsibilities beyond normal analyst duties including training to new employees, developing cross-training plans, increasing information automation and collaborating on challenging business issues encountered in dynamic production environment.

• Developed production schedules, staffing plans and coordinated individual daily job assignments to ensure H-47 Chinook Primary Integration & Final Assembly production line performed at optimal capacity levels and achieved cost and schedule performance targets.• Implemented process improvements and maintained lean factory operations through utilizing proven methods such as Value Stream Maps, 5S, Accelerated Improvement Workshops, and 3P (Production Preparation Preparedness) process redesign events.• Provided continual support of a production line workforce consisting over 100 mechanics; Worked within a ‘support cell’ comprised of a diverse cross-functional team to build and execute to production plans and resolve quality issues and other production abnormalities.

• Managed earned value reporting process, which included establishing budget baselines, measuring cost and schedule performance, developing estimates at completes (EAC's), and risk assessments for assembly of the V-22 Osprey cabin section.• Served as the focal of the V-22 Operations Employee Involvement Advisory Team, providing meeting management and facilitation support in a forum where Operations leadership and empowered hourly employees worked together to strengthen a culture of continuous improvement

Managed retail store and online sales of signature product line and daily spa operations Hired, trained, and oversaw sales / service staff ensuring a superior level of hospitality