• Lead all acquisition and greenfield development projects for CRH in western North America. Identifies targets, initiates contact, develops models and builds presentations for the board of directors. Leads all phases of due diligence and integration planning, including legal, financial and operational. Has closed more than 25 deals with financial results exceeding board proposal projections.• Built from scratch a full funnel of acquisition opportunities for CRH. Highly skilled at all phases of development, including new market entry, vertical and horizontal market expansion and bolt-on acquisitions. Closely works with all key stakeholders to build the business case for these investments.• Personally leads all phases of strategic planning for a $3.5B billion operating unit of CRH. Conducts workshops with operating level teams, builds strategies and presents a unified plan which includes financial, operational and strategic components. This has resulted in better alignment of corporate strategic and financial targets with each of the individual operating company strategies.• Provides analytic leadership for allocating investment funds (including capital expenditures) across all phases of operations. Uses econometric, financial and strategic analysis to evaluate where the best returns exist. This also includes divestment opportunities.• Leads negotiations on deals with a broad knowledge of financial, operating, legal and real estate issues that ensures CRH optimizes its value in transactions. Provides a cool and steady hand during sometimes tense negotiations.

- Provides strategic leadership and product vision in alignment with client’s(Bank of America) capital planning strategy supporting corporate business objective- Communicates and implements the clients capital planning strategy within the JLL team and cascades and manages all processes accordingly- Oversees and manages the development, review and updating of the prioritization process and algorithm for alignment and optimization of the client's goals and objectives

As part of the company's leadership team, my responsibility was to provide financial, commercial and strategic analysis of various business growth and development opportunities, merger and acquisition strategies and deal execution as well as to lead the key strategic planning processes of the company. I also had responsibility for managing 140 real estate sites, with an annual spend of over $33 million.Some specific examples of my achievements include:- Comprehensive analysis of markets in the U.S. to determine the best candidates for market entry.- Sourcing and evaluation of acquisition candidates to help build out AMI's service center footprint. Lead all phases of the deal process.- Building business cases for greenfield entry into markets where ideal acquisition candidates do not exist. - Evaluation of the markets for our core building products to identify gaps in our service offering and to develop plans to best close the gaps.- Build structure and intellectual rigor about how AMI makes strategic decisions. I use a careful balance between quantitative and qualitative information that ensures we are building sustainable processes and making the best long term decisions.- Driving cost savings through improving our overall real estate spend. Built a structured process in benchmarking costs and driving the company to best in class performance metrics. Goal is to provide better service to operations at a lower cost to the business.

• Chosen to create and develop core internal processes to strategically and financially evaluate both organic and non-organic growth platforms. Projects include international expansion, joint ventures, acquisitions and internal start-ups. Works directly with business owners in identifying needs, competitive landscape and potential opportunities to drive growth and improve profits.• Led the business evaluation, financial analysis, due diligence and acquisition of the assets of Orchard Supply Company, a $700MM California home improvement retailer. The assets were acquired out of Chapter 11 and involved coordinating multiple internal teams as well as external lawyers, bankers and accounting advisors. This was a game-changing deal for Lowe’s, both adding significant sales overnight and providing a new growth platform for the company.• Personally led the Lowe’s effort to evaluate and enter the Australia and NZ markets with a innovative home improvement offering. Built the strategic rational and financial model as well as negotiating the joint venture agreements with our partner. Co-led on six acquisitions that the business has closed.• Built business case and financial justification for Lowe’s allocating resources to venture capital investing. Developed framework for evaluating opportunities and closed one of the first VC investments in the Home Improvement industry. Led investment and serves on Board of the nation’s 4th largest solar integrator.• Led all facets of the development of a kitchen countertop fabrication opportunity within Lowe’s. This included opportunity identification, strategic and financial modeling, acquisition identification and negotiation. This program allowed Lowe’s to successfully penetrate the kitchen renovation business on a national level..

• Led a team of 16 professionals in the building of operating plans and decomposition of performance of all merchandising and marketing functions of a Fortune 50 retailer. Proactively provided business insight to senior operating executives to help them optimize retailing assortment, space allocation and marketing programs to best drive corporate profitability

• Responsible for developing the current year business plan, as well as the 5 year plan, for a leading retailer. Required understanding of the issues effecting merchandising and store operations, competitive situation and diverse geographical conditions. Briefed executive management periodically on performance relative to plan.• Designed and implemented corporate initiative evaluation process, allowing executive management to fully understand all aspects of economic returns of Lowe’s growth model. Reviewed and provided recommendations on value of new store concepts, markets, promotions and product roll-outs.

• Led the initial strategic planning process for a $7 billion business division. Supported five Vice Presidents and their groups in developing strategic initiatives and plans to increase revenue and profitability. Efforts result in forecasted division’s revenue more than doubling over plan term.• Strategic Planning go-to person in the evaluation of new business opportunities. Used superior skills and knowledge in analyzing the strategic fit, business model and financial impact of numerous business opportunities, including tool rental, service plans and technology programs.

• Provided business decision support analytics and metrics to CFO and CEO on business and profitability issues. Conducted financial analysis that included in depth financial modeling, profitability decomposition and sensitivity analysis that resulted in improved profits. • Selected by CFO to lead a large recapitalization initiative in the asset management business. This involved building a business case, negotiating valuation with counterparties and developing the optimal capital structure of the new firm.• Performed business realignment of United Kingdom subsidiary that managed $14 billion in assets. Recommended cost reduction measures, integration with other business units and sales synergies

- Served both on active and reserve duty, including service in theater during Operation Desert Shield/Desert Storm.- Fully qualified Surface Warfare Officer- Personally decorated by battle group commander for service in wartime operations.

Recruited by CEO and CFO to implement phase two of aggressive growth strategy, which was successful in growing the business from $1.9 billion to $3.5 billion over this time period.

Designed, manufactured and marketed highly engineered parts to the automotive and truck industry. Managed multiple product lines.