Principal Financial officer for $8+ Bn annual revenue BrightSpring Health Services. Responsibility for all financial functions, including accounting, operations finance, financial planning and analysis, budgeting, forecasting, reporting (internal and external), tax, treasury, mergers and acquisitions, payroll, AP, AR and revenue cycle. Member of senior executive committee.

Promoted to serve as principal financial leader for $1.6 Bn revenue division of Kindred Healthcare. Kindred Rehabilitation Services (KRS) includes 19 freestanding inpatient rehabilitation facility (IRF) hospitals, along with contracts to provide rehab services (PT, OT, and Speech) in over 300 community hospitals and 1800 skilled nursing facilities (SNF), assisted and independent living (AL/IL) facilities, and through home health services. As CFO, responsible for AR/revenue cycle, operations finance, financial planning and analysis, budgeting, forecasting, reporting (internal and external), mergers and acquisitions (including integration and synergy capture), strategic planning (including regulatory), and project management office (including implementation of LEAN principles across the division). Serviced on KRS Executive Committee and the Kindred Healthcare senior financial leadership team.

Key leadership position within the growing Care Management Division. Leads teams responsible for month-end, quarter-end, and year-end close, periodic forecasting, internal audit, control, and reporting functions. Partner with division and corporate leadership to analyze the business and identify opportunities for profit growth and cost savings.

Assumed expanded leadership role leading corporate FP&A function. Primarily accountable for three-year strategic financial plan, quarterly business reviews with parent company, and monthly closing and reporting.• Transformed three-year financial plan process by streamlining deliverables and re-engineering planning model, shortening time to prepare by three weeks and increasing alignment with parent company.• Created desk procedures for key reporting requirements, including detailed net sales and profitability reporting, eliminating timely manual processes and improving accuracy and timeliness of reporting.• Identified employee engagement challenges across Finance department, led leadership review of employee development strategies, and restructured employee recruitment and retention practices.• Participated in integration of recent acquisition of $250M (annual revenue) competitor, providing leadership in preparation of monthly closing documents and three-year financial and strategic plans.

Key Finance leadership role with primary accountability for strategic planning and new product development. Served as business partner to Chief Marketing Officer and on Finance Leadership Team.• Led development of three-year strategic plan, including presentations to internal and parent company executive teams.• Expanded engagement by Marketing-department leadership in ownership of expense budget, improving forecast accuracy and identifying over $1M of cost savings opportunities.• Partnered with CMO to create standardized new product development process. Defined key metrics in stagegate new product development process, including financial, operations, and marketing/sales inputs. Improved product launch performance and organizational alignment around growth initiatives.• Developed plans for sales growth, Marketing department expense, and strategic initiative funding for three-year financial plan. Developed process to build alignment across Marketing and Sales organizations around previously contentious topics such as sales targets for new product introductions and investments in promotional displays and merchandising.

Led Real Estate Finance team of 10 professionals, responsible for capital expenditures budget of over $50MM / year, restaurant pipeline of over 200 facility actions/yr, and all strategic development decisions for KFC brand.• Improved profitability by $10MM from lease savings and excess property sales; $3MM from strategic restaurant closures; and $7MM from remodeling equity restaurants.• Managed pipeline of over 200 new restaurant openings, while improving forecasting accuracy and communications with Franchise and Corporate development partners.• Restructured strategic restaurant closure review process to include a more comprehensive financial review; presented findings to senior leadership, resulting in nearly 100 corporate restaurant closures in 2 years.

Supervised team of 6 Managers and Analysts, with matrixed responsibility for team of 20. Managed $2MM annual project / salary budget. Led systems, reporting, and technology function for 300-person department.• Expanded scope of annual operating plan process for department to include multi-year opening forecast, financial impact on business units, and staffing / resourcing recommendations, resulting in greater alignment with cross-functional partners.• Designed and implemented national development program that generated 300% increase in franchise project activity, representing $9MM incremental royalty revenue per year.• Updated 3 key systems, drove significant efficiency gains with field staff, reduced project over-spending.• Designed Balanced Scorecard approach to Development Strategy review process by leveraging technology and training entire department on best practices, improving communications to stakeholders.

Developed strategic roadmap for new unit investment in the Southeast territory.• Partnered with 8 key franchisees to develop specific growth visions for expanding their businesses, generating more than 20 new restaurant openings within 2 years.• Delivered nation-leading post-opening performance by reviewing over 150 corporate and franchise Real Estate site proposals for strategic fit for market; core site characteristics including visibility, access, layout.• Created Market Planning core training curriculum, reducing training / onboarding time for new Development personnel. Trained four new Market Planners and 20+ internal customers on strategic planning concepts.

Leadership role within Financial Planning department, responsibility for Sales/Cost of Goods Sold plan and forecast, pricing, and liaison to internal technology and external Franchise leadership groups• Standardized Sales and Cost of Goods Sold plan and forecasting procedures, leveraged historical factors including weather and promotional activity to significantly improve accuracy of forecast• Leveraged improved forecasting procedure to influence Marketing and Operations decisions, resulted in $10+MM incremental sales/year• Performed bi-annual pricing review of entire menu, identified strategic and opportunistic pricing that generated $12MM / year increased profit• Improved Finance partnership with technology and franchise committees – resulted in additional efficiency in systems and improved decision making with franchise partners

Provided strategic and financial support to Marketing, Operations, and Technology project teams.• Improved accuracy of historical forecasting practices; forecasted and ordered more than $50MM in quarterly product purchases.• Provided strategic leadership to the Marketing product implementation team, which had accountability for all national product rollouts and Marketing campaigns, resulting record sales performance.• Reported performance for all Marketing promotions to Executive Leadership teams, leading to timely decisions to make promotion changes and product ordering decisions.