• Developed a dynamic P/L model to forecast global performance across 3 entities; reviewed weekly by CEO • Managed annual budget process and provided monthly & quarterly updates to both internal management as well as parent company stakeholders• Oversaw first internal audit conducted by parent company and implemented minor control adjustments• Collaborated with parent company & KPMG to ensure compliance with ASC 606• Led assessment, negotiation, and implementation of 3 financial system upgrades (GL, Payroll, & A/P)• Reduced month-end close process by 30% and increased internal billing policy compliance to ~99%• Responsible for the direction of 5-person Finance team as well as co-leading +40 person Phila. office

• Implemented new A/P software system to dramatically reduce manual data entry as well as create chain of accountability with client teams who are responsible for managing media vendor relationships• Created an automated A/R report to inform department leads of past-due clients that require a follow-up• Streamlined and automated financial forecasting model, which reduced executive review time from several hours a week to a few minutes• Undertook second re-design of internal billing process, which focused on increased automation, detailed reporting, and centralization of control via the use of Google Sheets• Led first annual audit since 2012

• Founding member of the Marketing Analytics team responsible for developing data management and reporting integrity processes still in-use today

• Re-designed internal billing process to standardize template used across all client engagements

Civicorps is a public charter high school dedicated to educating students ages 18-26. Upon the successful completion of a thorough academic portfolio and at least three months of supervised job training; corpsmembers receive their high school diploma.During my time at Civicorps, I obtained valuable insights on innovation, motivation, and self-improvement:** Focus on the PositiveAs part of our Midnight Shakespeare program, students may receive up to a $100 stipend. In the initial incentive system, students started with $100 and then lost money for a variety of infractions (with the possibility of earning money back). However, this was seen as too punitive and resulted in students becoming defensive of "their" $100. In an effort to change this paradigm and instill a positive work ethic, I developed a new system for the Spring term in which the students started at $0 and earned money for attendance and active participation. Fines were still assessed but the emphasis was now on obtaining the $100 instead of maintaining it. This led to a more positive and character-building experience.** Appeal to Higher PurposeDays before our Fall performance, our best actress wanted to quit. She believed she was the only one putting in 100% at practice and felt disrespected. I tried appealing to her by lauding her talents as well as emphasizing her role's significance in the play and her duty to her castmates - no luck. Finally, I appealed to what truly mattered to her - family. As I talked about how proud her husband and kids would be when they saw her on stage, tears started rolling down her face and she calmly replied, "See you at practice tomorrow."** Continually Hone & Craft Your SkillsThroughout my experience, I applied my varied skill set to multiple areas within the program from developing an Excel-based progress report to analyzing 5 years of academic data for their charter renewal to implementing internal controls for their AmeriCorps scholarship program.

My PwC experience was defined by a 17-month project, in which we were engaged as independent consultants to review thousands of foreclosure files and test the Client's compliance with a multitude of laws, policies, and procedures.This high-profile project afforded me the opportunity to learn numerous lessons, specifically related to training and adding value:** “See it as your job to train your replacement”When the Partner on this project first offered me this piece of advice, I thought I already understood the lesson pretty well: invest time and effort in training a competent replacement and you will be able to pursue new roles and challenges. However, as I put his advice into action, I learned two even more important lessons. First, before you begin to train your replacement, examine your understanding of your current role. You will often uncover areas for improvement, which can be used to streamline the on-boarding process. Second, there is a large gulf between managing and leading. Developing and empowering others is a mark of true leadership. The sooner you can learn how to do this, the better.** Seek out opportunities to add value through collaborationAfter developing a progress report for my team, I approached a manager of another team inquiring if this report would be useful for her. She agreed it would be useful and after I making a few adjustments, I began generating a weekly report for her team as well. Several months later a change in the regulatory environment made this manager's team the primary focus of the entire project. Due to our prior work together, she asked me to develop a daily progress report that would be provided to both PwC and Client senior management as well as the regulators. I learned firsthand from senior leadership how to produce a time-sensitive, pressure-filled deliverable, which made this by far one of my most challenging and rewarding experiences.

The Student Managed Fund course at Villanova provides students with the experience of managing endowed monies for a long-only, socially responsible fund.As Vice-President of this Fund, I learned valuable lessons in leadership, determination, and performance:** Leadership is the art of empowering others to achieve a shared visionHaving been elected Vice-President by my classmates, I utilized my knowledge of their strengths and interests to select managers for the Fund’s ten teams. Having assembled a competent team of managers to handle the day-to-day responsibilities, I focused on the big picture of setting the time table for our investment process as well as acting as a liaison between the class and our academic advisor.** Believe in your abilities and others will also believe in youAfter receiving some undue criticism, stemming from a series of miscommunications, the morale of the class was rather low. With our end of semester presentation quickly approaching, we needed a boost of energy and motivation. The next time we were unfairly criticized in class, I questioned the credibility of the claims made against us and demonstrated an unwavering faith in my fellow classmates' abilities. These actions ignited the fire we needed to carry us through to the end of the semester. We so masterfully presented our story and accomplishments that the panel of faculty members and industry experts were hard-pressed to think of follow-up questions that we had not already soundly covered.** Optimal performance is achieved when preparation intersects with executionAs a class, we continued the tradition of the undergraduate Fund outperforming the graduate Fund and did so by a wide margin (660 basis points). We not only outperformed the other four student managed funds at Villanova; we also outperformed our industry benchmarks (S&P 500, Russell 3000, and FTSE KLD 400 SI) by a margin of at least 200 basis points during our active investment period.

GE's Financial Management Program (FMP) is an intensive two-year entry-level program spanning four rotational assignments. These assignments may include: financial planning, forecasting, treasury/cash management, or commercial finance. The program is led by senior GE professionals and mentors and is committed to developing world-class financial leaders for exciting careers. FMP intern assignments provide the opportunity to experience the full time program.As an FMP Intern in a Controllership role, I learned the importance of preparation and design:** Take care of the small things and the big things will fall in placeIn the weeks leading up to our annual physical inventory count; my supervisor and I diligently reviewed and inspected our territory to ensure we had a solid understanding of the $26mil of inventory assigned to us. We also provided supplementary training and support for our 34-member team of factory workers who were responsible for conducting the physical inventory count. Due to our additional efforts to build report with our warehouse counterparts; our physical inventory day proceeded very smoothly. ** Design with the end-user in mindOne of my main projects was to design a spreadsheet to track the monthly and yearly amortization costs associated with $76mil of intangible assets. My first attempt at this spreadsheet accurately projected the required cost figures but it was not user-friendly. After a few late nights of reformatting and updating the spreadsheet, I presented a much simpler and straightforward version of the amortization tracker to my manager. Re-imagining how my manager might want to use this tool going forward also led me to create additional analytical features that provided further insights regarding future costs.