CFO for GE Power & Water – Distributed Power supplying aero derivative gas turbines, reciprocating engines and aftermarket services in the power generation and oil & gas segments. Provide financial leadership and strategy for ~160 member finance team and operating leaders to achieve business goals with integrity and controllership rigor. Primarily focused on driving demand creation, improving margins and cash flows while reinvesting in next generation products.

CFO for GE Aviation Service Materials organization responsible for commercial spare parts, component repair and used material sales. Worked closely with product line leadership to develop strategy & execute mature fleet initiatives (CFM & CF6 engines) to slow 3rd party part cannibalization and increasing presence in the used material market. Partnered with commercial and fulfillment teams to reinvigorate commercial discipline to shift focus from forecasting consumption to increasing OEM content on service opportunities.

CFO for the GEnx engine line, GE’s newest most advanced, fuel efficient aircraft engine powering the Boeing 787 and Boeing 747-8. Full P&L responsibility including long term revenue accounting, NPI funding, aftermarket strategy and commercialization. Co-led restructuring of all airline contracts with both the airframer and operator to improve customer economics, satisfy initial fuel burn shortfall expectations and improve GE/Boeing joint economics for early aircraft deliveries. Reduced first unit production costs by over 35% recovering program IRR.

CFO for GE Aviation Systems – Mechanical Systems business covering 9 global manufacturing locations delivering aircraft systems across three distinct product lines (Aerostructures/Nacelles, Propellers, Actuation Systems). Led an extended finance team of 80+ individuals driving standardization and simplification to speed integration into the GE financial culture vs pre-acquisition culture. Drove commercial rigor to improve as booked vs as sold margins and policy compliance. Worked with largest customer to restructure significant contract to settle claims, recover economics towards initial business plan and improve relationship.

CFO for the fighter jet and rotor-craft engine businesses powering airframes such as the F/A-18 Hornet & Super Hornet, Saab Gripen, AH-64 Apache, UH-60 Blackhawk & AH-1 Cobra amongst others domestically, internationally and in civil applications. Worked closely with the general managers & direct operating staffs to deliver ~$2B annual revenue for new units, spare parts and contractual service agreements. Partnered with sales & commercial contracts organization to propose multi-year FAR part 15 contracts with the US Navy and US Army for new engine volume.

GE Aviation segment FP&A income statement analyst responsible for quarterly forecasting, planning & financial reporting for the ~$13B revenue & ~$3B operating profit business. Served as primary liaison to GE Corporate FP&A for all major planning cycles and quarter reporting including MD&A commentary, Orders, Productivity & year over year / versus operating plan variances.

Joined GE Aviation upon graduation from the Corporate Audit Staff in a team based project to build detection, monitoring, forecasting and data processes to support continuous review of GE Aviation Services Customized Service Agreements (CSA’s). Primary focus was operating parameters (engine flight hours, flight leg, derate) and systemic / digitized methods to collect and utilize the data from airline customer. Upon completion of the project, transitioned to a commercial finance role supporting the GE Aviation Services sales organization with tasks including administration of bonus plans, forecasting, and Time & Material (T&M) Engine Overhaul proposals. Co-led proof of concept T&M work scope based price & cost proposal model that went live after my promotion out of the group.

Completed two years of financial, compliance and due diligence based audits across industrial, financial and insurance segments & earned GE Six Sigma Black Belt certification. Global audit coverage across 10 countries and financial cycles included cash, revenue recognition, leases & loans, inventory, fixed assets. Compliance audits covered GE industrial businesses testing adherence to GE’s Spirit & Letter policies. Due diligence experience focused on initial European balance sheet substantiation for the BetzDearborn acquisition from Hercules Inc.

Graduate of General Electric’s Financial Management Program (FMP) with work experience over 4 six month rotations spanning commercial finance, logistics & distribution, GE Corporate digitization, and supply chain financial planning & analysis. Recipient of GE Corporate Honors for finance class work performance concurrent with rotational assignments.