Partner with Innovation leadership to manage the R&D portfolio by providing thought leadership within the innovation space, developing and maintaining portfolio management metrics, and participating in leadership reviewsProvide primary financial support to the Innovation team throughout the business planning processes including the strategic plan, operating plan, and financial forecastProvide timely financial analysis and commentary on performance to forecasts and strategic objectivesDevelop financial models for the specific projects in the Enterprise innovation portfolio, ensuring understanding of key variables, milestones, and value inflection points in each of the opportunitiesDevelop data-driven investment recommendations, ad-hoc financial analysis, and project/portfolio analysis for portfolio governance decisionsRepresent the innovation business as needed by leadership teams

Owner of Finance processes including Reporting and A-Z ownership of the Financial Planning processSteward for the Aortic business' financial assets and performanceProvider of top-to-bottom P&L transparency, understanding variances and developing midyear outlooksAssessor of regional GTM strategies for financial viability and operational impactsDeveloper of right-scoped models of varying complexity to aid in decision support on new product development, market strategies, capital investment, margin analysis, and portfolio analyticsForward-thinker for functional excellence via automation, process documentation, cross-functional partnership, and standardization

As a Business Analyst for the Enterprise, my areas of focus and contributions to the Enterprise are as follows:Modernizing the financial performance reporting process for the business unit and divisionIntegrating separate product line views, performance, and projections into a holistic business unit visionSupporting maturation of product portfolio modeling

As a Demand Planner, I function as the key intersect point between sales and supply chain operations. I compile information from global Associates and product experts to analyze sales trends and business decisions for established products and new products in development. I work alongside operations, finance, marketing, product management, and sales leaders to develop scenarios, assess impact, make data-driven decisions, and implement plans for product launches, conversions, and market exits.Successes so far include:Integrating scenario planning and financial analysis, including profitability projections, to assess business impact of decisions Championing an Enterprise Transformation strategy via a project to increase product launch velocityBringing together stakeholders for a semi-annual process to forecast sales and adjust product lifecycle strategic plansFunctioning as a Project Manager for new product commercial launches to ensure deliverables and milestones were completedAssembling input from cross-functional groups to enhance self-created statistical forecasts of total, unconstrained demandAnalyzing ex post facto financial results of product launches to compare projections to actualsPerforming ad hoc reports and financial modeling for topics such as inventory write-off reserve requirementsServing as a “Starting Sponsor” with the goal of Associate success in on-boarding, performance, and developmentPartnering with subject matter experts to make data-driven decisions

Product Management AnalystWhile Product Management in name, I was actively participating in Marketing and Supply Chain capacities as well. My initial project focused on creating an updated South America strategy by way of modifying sales channels and reducing customer footprint via distribution. It very quickly developed into modifying components for all of the Americas. Key aspects included evaluating distributor compliance on KPIs for Supply Chain performance, using statistical methods to find optimal inventory levels, and designing a process for forecasting demand and measuring accuracy.Strategy AnalystFunctioning in a strong team-oriented environment, the objective of this role was to operate as an internal consultant for the organization. Projects were assigned directly from the Vice-President of Strategy based on immediate (a number of days) to long-term (several month long) timeframes. The context of the projects ranged from natural hedging opportunities with spend and revenue, global category and BU strategies, channel management for technical suppliers, and generating varied savings levers resulting $3 million + in savings (representing approximately 10% of spend). Purchasing AgentAs an introduction to the world of technical procurement, I was given the opportunity to have a ground-floor experience in purchasing. While mainly an operational role, the skills developed during this period aided in later strategic projects. Skills like familiarity with a beginning to end contract negotiation, EDI and other e-Procurement services implementation, and SAP navigation for data analysis and PO creation all were developed extensively during this time.