• Provide leadership, coaching and mentorship to geographically distributed, 11-member team to ensure delivery of innovative solutions and maintain operational rigor. Create resourcing and recruitment plans through targeted skill development, recruiting, and onboarding/training• Develop and execute separation strategy for EPM applications utilized by Healthcare, Vernova and Aerospace – authoring transition service agreements (TSAs), collaborating with catching team to guarantee service continuity, and ensuring strategic partners + license agreements are aligned to position each business for success• Drive accountability via Monthly Operating Reviews (MORs) – authoring standard document and facilitating sessions to transparently communicate the financials and operational KPIs, increasing collaboration and trust between the EPM team and the businesses we support • Led multifaceted project to design, develop and deploy Oracle SaaS technology (ARCS – Account Reconciliation Cloud Service) for Capital business, transitioning over 9,500 Capital reconciliations from the legacy tool and fully integrating the account reconciliation process into the financial close cycle

• In 2020 and 2021, continually impactful at leading distributed, 10-person team amidst the turbulent global landscape and an urgent transition to remote work• Delivered over 60 major product releases across diverse business units and technology offerings• Instituted the Application Architecture Review Board (AARB) – providing 400+ remediation recommendations to improve reliability and increase scalability• Implemented lean methodologies to increase operational rigor – resulting in 92% reduction of mean-time-to-resolution for all incidents

• Crafted and obtained senior leadership buy-in for a $1M+ development proposal to expand the PBCS Capital Allocation footprint. Actively drove project execution and messaging of the divisional expansion, resulting in the digitization of over 55% of the total committed capital for the business• Led a complex divisional initiative, leveraged cloud technology to establish the gold standard for how the Aviation business plans – proving that the EPM team is well positioned to contribute to the continued modernization of finance• Directed five on-site development sprints and one process sprint to propel new initiatives forward, resulting in the creation of standard work for workout facilitation – an approach that was adopted across the organization

• Devised strategy to continue to execute on program commitments despite budget constraints – making a difficult decision to halt an in-progress project (cost reduction of $212K) and redeploy resources to another initiative highly valued by our end-users (producing 3 major releases and over 375 story points)• Consistently created new value for finance users and the Aviation business at large by ensuring product innovation and on-time delivery – including 5 new Dodeca solutions that drove accountability, improved timeliness, increased accuracy and provided approximately 16,000 hours in productivity savings• Established a shared culture focused on outcomes over outputs – utilizing various discovery and validation techniques to verify that every initiative implemented is solving real business problems

• Co-directed the HFM enterprise standard chart of accounts initiative, partnering with data architects, application designers and other business analysts to identify requirements, provide recommendations and develop solutions. Authored design principles and conducted end-user training sessions to increase system adoption while improving close readiness• Empowered team of 7 accountants + 2 lead accountants through onboarding practices, workload management and targeted opportunities for growth • Spearheaded ERP migration projects, collaborating with cross-functional teams to ensure seamless integration of accounting modules and streamlined financial processes

• Orchestrated project to transition accounting responsibilities and processes from the GE Lighting business team to the Cincinnati Global Operations Center, completing the migration of work in under 4 months• Recognized as subject matter expert for year-end roll-forward, singlehandedly completed a waste elimination, initiative targeting GE Lighting’s capital stock and investment in affiliate balances across all legal entities• Conducted in-depth training sessions for Cincinnati-based accounting organization, enhancing team competency in specialized areas by 30% and increasing success rates of other workload transition projects

Capital Markets Accounting (Fifth Third Securities)Executed general accounting tasks (journal entries, account reconciliations, month-end close procedures) related to Fifth Third Securities, a subsidiary broker-dealer firm of Fifth Third BankCoordinated with auditors and regulators during internal/external auditsDelivered accurate accounting for all underwriting deals syndicated by Fifth Third Securities

The Financial Leadership Program at Fifth Third Bank consists of four, six-month job rotations throughout various areas of corporate finance at the Bank.TREASURY | January 2014 - June 2014Supported financial reporting needs of the wholesale funding and investment portfolio desks, including identifying and communicating production trends and re-pricing dynamicsCollaborated with the ALM desk to produce and distribute deposit reporting, the monthly NII reconciliation, rate forecasts, and implemented changes to the cost of funds processCORPORATE ACCOUNTING | June 2013 - January 2014Completed daily GL maintenance, processed reoccurring and ad-hoc journal entries (allocations, accruals, amortization, lockbox clearing, etc.) and recorded/reconciled inter-company activity, and supported consolidation of the Bancorp financialsBUSINESS PLANNING & ANALYSIS | January 2013 - June 2013BUSINESS BANKING, LINE OF BUSINESS FINANCE | June 2012 - January 2013

University of Kentucky (Lexington, KY)Finance DepartmentEvaluated student assignments for undergraduate Finance courses

Produced an in-depth analyst report and delivered a presentation on Brown-Forman (BF-B) as part of the University of Kentucky’s four-person team, which competed against seven universities. - Recognized by judges panel for outstanding presentations skills. - Discounted cash flow valuation model - Sensitivity Analysis - Identified other factors supporting a sell recommendation

Completed an invite-only finance course that was responsible for actively managing the University of Kentucky’s portfolio ($330,000 in approximate value) with the Tennessee Valley Authority.Traded 25-30 long positions focusing on small/mid-cap value investing strategies and finished 3rd out of 20 participating schools for 2011 by outperforming the S&P 500 benchmark by more than 2%.

Assist students in making academic transitions, facilitate understanding in calculus, economic, and accounting courses, enhance academic experiences through a proactive learning model