CFO for private equity backed global consulting firm that provides corporate governance and proxy solicitation services. Highlights included:.. Partnering with CEO and Business Leaders to double revenue and triple EBITDA over a 3-year period.. Driving substantial improvement in financial reporting and forecasting abilities - including implementing forward looking KPI's... Securing additional debt and ensuring managing financial covenant protocols.. Supporting inorganic growth (two acquisitions plus a lift-out) and extensive analysis in connection with sale of the company. Subsequent to successful 2022 sale to TPG, exited the company - completed transition of CFO responsibilities in January 2023.

Recruited to AIG’s Internal Audit Division in 2011 – led a 100 person Finance and Corporate team (30% of global audit team) and then internally recruited mid-2015 to head-up global SOX team; during 7-year tenure, presented to AIG Audit Committee reported on a quarterly basis. Improved quality of coverage and efficiency of operations of both units (generated $12mm of annualized savings). In conjunction with a global initiative, facilitated a mid-2018 decentralization of core SOX testing - resulted in the elimination of my role (exited the AIG payroll during 4Q18).

Joined insurance agency start-up as CFO – steered agencies to profitability prior to 1Q17 merger into NASDAQ listed Access Plans. Appointed Interim CEO in August 2007:.. Addressed inherited distribution disintermediation risk (arising from untimely death of high profile CEO) and negative cash flow/complex litigation exposure attributable to adverse 2Q17 Federal investigation of pre-merger marketing activity at TPA subsidiary... Stabilized operations - secured $6 million of new debt, improved product offering and service capability (grew 2018 revenue by 20% to $35 million; cut prior year EBITDA loss by 90%) and resolved complex TPA related litigation exposure... Maximized shareholder value by selling the company (sale closed 2Q09).

Relocated to New York after Travelers/Citibank merger to assume Citibank Private Bank CFO role. Transferred to the Corporate & Investment Bank in 2001 and later relocated to Dallas for the CitiCapital CFO role:.. At Citibank Private Bank (global wealth manager - $153 billion of customer accounts), partnered with CEO and other business leaders to modify strategic direction. Included promoting cross-selling of products/sharing platforms, and driving cost structure efficiencies, which contributed to a 50% increase in earnings, over 2-years, to $319M. .. Led various FP&A projects at the Corporate & Investment Bank... At CitiCapital (commercial lending/leasing unit with $23 billion of assets), partnered with CEO and other business leaders to steer change from a volume focus to a profit driven business (included implementing standardized risk based reporting metrics and developing "good" vs "bad" bank reporting). Led initiatives to reduce funding and administrative costs, which generated $50M of annualized savings.

Promoted to Divisional CFO in 1993 to lead 60-person Finance team. Leveraged financial analytic skills to strengthen decision making, which contributed to the 10x earnings growth, over 7-years, to $496M. Accomplishments included:.. Accelerating the monthly close from 20 to 5 days... Implementing "controllable" earnings and expense concepts for each business unit... Compiling insightful financial analysis - e.g. disaggregation of earnings to facilitate comparison with pricing assumptions and channel profitability and cost structure analysis.

Promoted to Senior Manager July 1987 - primarily served insurance clients (including CIGNA and Axa-Midi). Commenced career with small UK accounting firm; joined Price Waterhouse Bermuda prior to relocating to the Hartford, CT office.