• Responsible for providing business analysis as well as defining and reporting valuable metrics that led to business decision-making and effective execution. Created a ground-up model: the STT Analysis which greatly assisted in a potential multi-million capital restructure/exit.• Partnered with management as the company reconfigured product offering, and marketing spend. I was able to instruct the media buyer using daily data analytics to reduce spend in low performing months avoiding a potential $1M advertising inefficient spend loss.• Lead of the company’s financial operations and funding growth strategy; accounting, financial reporting, budgeting, and liquidity strategy. An example of granularity was a forensics deep dive into a vendor’s invoices which we were able to prove inefficient utilization and ultimately negotiated a $250K (~10%) discount. This also became a base case of how to monitor other high impact services.

• Developed an enterprise resource system that tracked the process from sales to the placement of table games for an organization of +100 employees resulting in better communication and understanding in the Company• Successfully led the capital raise in terms of financial modeling and investor facing content between our chairman/senior executives with private equity achieving $14M in capital contributions• Collaborated with finance and senior executives to manage the cash inflow/outflow of $15M/year resulting in a clear strategy to achieve a 3x equity growth in the next 2 years

• Led a 15-member team to streamline the Facilities division, conducted vendor cost analysis as well as inventory and payroll management for +2,000 employees resulting in a potential 10%/year savings• Coordinated the finances with Company’s legal counsel team to support ~$500M construction litigation case by providing key strategic analyses, financials, and cost benefit scenarios• Collaborated with the Company’s sustainability group in order to reduce ~$10M/year in electricity expenses by negotiating better terms for our rates as well as pursuing options to reduce energy usage through optimizing our Central Plants, LED bulb replacement program ($30M+), and other reduction opportunities• Developed strategic initiatives and collaborated the action plan to achieve $10M+ in annual process efficiencies across the Corporate Aviation Program; Leveraged data analytics across flight logs, seasonality, traffic, etc to provide recommendations that optimized the fleet ($54M Net Purchase) matching with the mission profile while delivering a superior guest experience with enhanced safety

• Implemented with the Group President and CFO the creation of MGM’s first ever Asset Management system that would manage a team of 67 across Marketing, Operations and Finance to strategize $400M+ CAPEX investment in line with company’s annual objectives; streamlined processes, defined responsibilities and identified opportunities across design and development projects• Led special high-stake and complex projects such as requiring ~$50M+ per year investments in capital expenditures and high value vendor negotiations in order to save ~$5M/year in cash flow opportunities from operations across Facilities and Utilities• Collaborated with I.T. on a $6M project, establishing company’s internal telecom framework covering 10,000+ wireless devices over four providers and 40 accounts; renegotiated existing contracts, established audit, and tightened internal controls to achieve cost saving of 20%/30% in Year 1/Year 2+

• Led a team of seven to track $2.7B (total project cost of $9B) in project development; managed cash flows and performed operational efficiencies for corrective actions leading to ~$110M in saving through change in design orders, global outsourcing, rate reduction and efficiency improvement• Initiated with the President and the accounting team to develop and establish a cross-company reporting tool to accurately account for changes in scope, equity structure, funding requirement, near-bankruptcy protection and litigation in company’s balance sheet and cash flow statement • Coordinated with the President-Design to negotiate a $140M contract by developing a forecasting tool; participated in the negotiations and conducted cost-benefit analyses and scenarios evaluations to optimally choose the best case leading to a saving of over $9M by changing the contract structure from cost plus to lump sum

• Designed with the CFO in developing the budget and managing regular variance analysis for $1.5B revenue; conducted root cause analysis and provided recommendations to the senior management• Led a team of six to develop and implement Wynn’s centralized Service Standards, company’s financial dashboard and revenue management system for $1.1B of revenue across business lines • During the development of Wynn, created the $235M FF&E and OS&E purchasing compendium which was distributed to the department heads and CFO on a bi-weekly basis