Established Future44 (www.future44.org) through Georgetown University's School of Continuing Education to help individuals coming out of the White House manage and execute their upcoming career transitions.

At the National Economic Council, drove the development and execution of national and global economic initiatives in coordination with senior White House officials and Cabinet agency leaders. Managed policy development process and personnel recruiting and retention. Developed strong command of complex, emerging policy issues and managed strategic and tactical responses.

Served as senior advisor to Jeff Zients, the Federal Chief Performance Officer and Deputy Director for Management. Worked closely with senior White House officials and agency leaders to develop and execute the Administration’s management agenda. Oversaw policy implementation in the areas of procurement, financial management, information technology, and performance management.

Provided leadership, operational and strategic oversight for a media holding company formed through the acquisition of properties including the Atlantic Monthly, National Journal, and Government Executive. Restructured the organization to rationalize duplicative functions, reducing administrative expenses while accelerating decision-making and increasing management accountability. Recruited a new senior executive team and moved aggressively to restructure legacy business lines, achieving record profitability while transforming the organization to capitalize on digital and event-based growth opportunities. Established a new, consistent, performance-based corporate culture.

Executed high-priority initiatives and turned around problem areas in collaboration with the CEO and Chairman of high-growth professional services company. Successfully completed initiatives that required deep knowledge of business drivers, creative thinking, collaboration across functional units, and the ability to build high-performing teams. Coordinated all aspects of the Company's successful Initial Public Offering.

Rebuilt the finance and accounting function following the spin-off of the Corporate Executive Board (CEB). Executed multi-million dollar cost-reduction and margin-expansion initiatives. Established financial controls and systems required for subsequent IPO.

Positions of progressive responsibility spanning functional areas including strategic planning, project management, finance, sales and marketing, recruiting, and human resources.