Led matrixed organization charged with generating significant cost savings across Pratt & Whitney’s direct and indirect procurement spendCreated a performance infrastructure to ensure flawless execution of cost savings initiatives focused on aligning priorities, resources, and capabilities Changed mindset and behaviors around spending by emphasizing the need to focus on mission critical expenditures Built new capabilities to drive cost savings

Led sourcing efforts for next generation military & commercial engines Drove procurement of spare parts for the TF33, engine for the B-52 bomberMitigated P&W exposure to global chemical regulations, with a focus on preventing supply chain disruptions

Managed approximately twenty person strategy team, leading strategic analysis and business development activities across Pratt & WhitneyProvided regular counsel to Pratt & Whitney leadership team on the development and implementation of long range strategic business plansEnsured consistent and accurate portrayal of Pratt & Whitney vision and strategy to internal and external stakeholdersDrove high value strategic initiatives, including feasibility studies, transformation opportunities, competitive assessments, and proactive targeting, to closureEstablished touch points with key executive team members to source new projects, out brief completed initiatives, gather market intelligence and ensure full understanding of operational and financial challenges / opportunitiesFocused on talent development, working with direct reports to expand skill sets through targeted training and / or assigning projects that addressed specific growth areas

Led high performance team charged with supporting the Pratt & Whitney Office of the President and the UTC Office of the Chairman with presentations, script / talking points and briefing materials for events such as Board of Director meetings, investor days, customer / supplier visits and employee all hands sessionsEstablished closer ties with Pratt &Whitney business units and enabling organizations, improving the flow of information while creating more concise, consistent messagingProduced annual Pratt & Whitney Executive Leadership Forum and Executive Committee offsite events, creating impactful agendas, messaging and contentChampioned continuous improvement, raising the quality and timeliness of deliverablesManaged day-to-day activities of broader Strategy team post September 2013, including the sourcing / execution of new initiatives

Presented strategic recommendations, touching on finance, accounting, macroeconomics, human resources, government policy, footprint, business development, competitive advantages / disadvantages, signposts and improvement levers Conducted in-depth reviews of potential acquisition candidates requiring coordination between multiple stakeholders and the ability to communicate key points to senior executivesEngaged in extensive financial modeling of complex transaction structures, incorporating tax and earnings implications, as well as the benefits and costs of synergiesAchieved ACE Associate status, signifying proficiency in UTC’s proprietary operating system

Created centralized retention group as team leader of the customer care task force, accelerating revenue growth and better positioning Byram Healthcare for its eventual sale to MediqManaged inside sales team, increasing revenue contribution over 100% in two monthsChaired product review committee charged with SKU rationalization and related revenue quality initiatives

Sourced acquisition opportunities through cold calls to medical supply companies and pharmacies, networking with brokers and attorneys, referrals from manufacturers and account managers, and Internet searchesOversaw cross-functional teams of billing, customer service, sales and information technology personnel during due diligence phase and post-deal integrationNegotiated terms of purchase agreements and employment agreements with business owners and key personnelClosed eighteen acquisitions and, in the process, opened up new markets, including California where Byram added five sales territories, a pharmacy and distribution centerRevamped advanced wound care product line by improving relationships with major manufacturers and stressing accountability among the sales force

Valued client businesses using discounted cash flow, publicly traded comparable companies, comparable acquisition transactions and leveraged buy-out methodologiesDirected day-to-day operations of sell-side and buy-side assignments, taking an active role with clients, colleagues, potential buyers/sellers, accountants, lawyers and consultantsClosed three sell-side transactions over an eighteen months period, representing an aggregate transaction value of approximately $250 million

Marketed investment banking products, including mergers & acquisitions, private placements, loan syndications, high yield debt and derivatives, to middle market client baseGraduated six month credit training program, which encompassed classes in finance, economics, accounting and risk analysis