I have 17+ years of experience working with complex Fortune 500’s and driving projects and programs across organizations. I started my career as an engineer before transitioning into consulting, earning my MBA, and shifting towards large scale transformation and delivery. I have experience with both the finance and acquisition lifecycle, from diligence to planning, integration and optimization of systems, data, and processes.I am well versed in a variety of fields and able to quickly come up to speed and lead a variety of projects and programs. One of my biggest passions is coaching and mentoring others. Managing people and teams is not just about the final deliverable and/or product, it’s about developing and curating careers.A representation of some of my experience includes:-Acquisition and Divestitures: Led the evaluation of over 650 distribution locations and developed acquisition, divestiture, and business realignment strategies to optimize the organizational structure and operations of a Fortune 500 company. Steered due diligence, relationship management, anti-trust reviews, and financial, data, and operational analysis for acquisition targets.-Finance and Corporate Treasury: Spearheaded counterparty credit risk, Weighted Average Cost of Capital (WACC), and Foreign Exchange (FX) for a $10B utility holding company and its subsidiaries. Advised and improved upon the development and maintenance of the Budget and Forecast of its 1.6 million customer subsidiary.-Technology Program Management: Managed the design, development, testing, and deployment phases of technology solutions for a wide range of stakeholders. This includes the delivery of several key software features for a Fortune 200 fintech company, where I operated within an Agile environment as a Technical Product Owner of multiple software tech teams that garnered firmwide recognition for their technical excellence and delivery. -Program Manager: Led a cross functional team to develop, update, and improve global disaster response processes across the U.S. for a $3B national energy company. Analyzed current state processes and metrics, identified pain points, and led a team to redesign and implement revised processes. -Regulatory Data & Analytics: Identified and developed Key Performance Indicators and gap analyses between current processes and regulatory mandates. Built process improvement frameworks to increase operational efficiencies and continuous data driven improvements.