Private equity owned technology company delivering SaaS and investment management solutions to financial advisors to service their clients. Transformed finance team, processes and reporting - reorganized and built team to move faster with changing priorities (revenue growth, cost reductions, positive operating leverage, multiple expansion), accelerated delivery of monthly packets, standardized monthly reports, created quarterly business review sessions, developed disciplined calendar adherence, implemented quarterly lenders’ call process/materials mirroring public company earnings calls, etc. Team of 25-35 responsible for FP&A, Investor & Creditor Relations, Sourcing, Pricing, RFPs, Business Intelligence, Competitive Intelligence and M&A support.Interim finance leader/CFO role for entire finance, tax and accounting department of 50+ during transition period April 2024 - September 2024.

During tenure at AMTD, through organic growth and M&A, this financial services firm grew annual revenue from $0.7B to $6B, client assets from $55B to $1.5T, employees from 1.7K to 10K and market cap from $4B to >$30B (at its peak). SCHW officially closed the acquisition of AMTD in early October 2020 (position eliminated December 2020).Entire career at AMTD within the finance department focused on FP&A and IR. Responsibilities expanded as company grew. Primary “numbers storyteller” for 15+ years. Key member of M&A team (i.e., TD Waterhouse, thinkorswim, Scottrade and Schwab).In final role, led IR and overhauled the entire program, resulting in significant labor cost savings and fewer documents, while expanding public disclosures...viewed as a win-win-win for executives, process partners and the street. Modernized the area by embracing technology and shifting towards a self-service model, doing more with less. Innovated the IR program by leveraging strong ownership composition, brand position and business lifecycle stage, while adjusting to executives' styles. As a result, standardized approaches were positively disrupted. FP&A role included running the quarterly bottoms-up firmwide forecast process (Hyperion) and directing 10+ staff responsible for corporate FP&A and accounting/financial support for Technology, Marketing, Legal, Risk, HR, Real Estate, Finance and Executive Management areas (combined >$1B annual expense). CFO function for business units. Firm had four CEO's and four CFO's during tenure. Key part of the company’s growth, as many of the processes, documents and groups implemented were still in place until being acquired.•Managing Director, Head of Investor Relations (Jan 19-Dec 20)•Director, Head of Investor Relations (Jan 17-Dec 18)•Director Corporate FP&A and Investor Relations (Dec 08-Dec 16)•Director Analysis, Planning & Reporting (Sep 05-Dec 08)•Senior Manager Financial Reporting (Nov 03-Sep 05)

Supervisor Long Distance Accounting; Staff Manager Finance Shared Services; Manager Strategic Analysis Corporate Strategy; Manager Operations Analysis Local Division.Various roles at Fortune 100 company primarily focused on Accounting, Process Improvement, Corporate Strategy, Scorecarding and Financial Planning & Analysis (FP&A).Recipient of multiple company awards. Process improvement efforts saved over $1 million annually.

Audited organizations in variety of industries. Acted as manager on a few engagements.