BFC Solutions is the largest planned, preventative maintenance HVAC service organization in the United States, with revenue of $100M and over 700 employees at 125,000 sites in all 50 states. ► Increased revenue 20% and EBITDA 300% through an end-to-end turnaround plan.► Recapitalized debt through the sale of non-core business and new debt facility with 50% lower interest rate.► Reduced month-end close time from 25 days to 5 days through process optimization.► Reduced billing processing time and AR aging 25% through process/systems optimizations, and tracked teams progress through KPIs and reporting► Reduced AP processing time 20% and improved compliance through systems upgrades and process improvements► Led recapitalization effort which resulted in the sale of a subsidiary, paid down high-interest debt, and secured new financing facility for the core business to support turn-around efforts.► Reduced non-labor SG&A spend 30% through zero-based budgeting► Partnered with the head of manufacturing to reduce COGS 500 bps through labor productivity, procurement savings, and reductions in other areas of spend (e.g., shipping).► Reduced inventory 20% and variances 80% through improved controls, processes, and systems.

Asurion is the world’s leading mobile phone and electronics device protection company. ► Winning a $100M annual revenue program from largest competitor that delivered above target profitability by focusing on unique capabilities that others bidding on the business could not match. ► Responsible for making data-based decisions around how price offerings to large mobile network operators (e.g., Verizon, AT&T, etc.) and direct-to-consumer offerings.► Developed the strategic positioning and pricing for a new same-day fulfillment service that was immediately adopted by the two largest customers and resulted in a $100M+ increase in revenue.► Re-signed second largest customer to a multi-year contract while increasing revenue 10% and expected profit 15%.► Worked shoulder-to-shoulder with the sales and operations teams to grow revenue and optimize margin.

BCG is a global management consulting firm and the world’s leading advisor on business strategy, operations, and organizational change. ► Leader in BCG TURN transformation practice area and core member of Consumer and Operations practice areas, focused on large-scale transformation change programs. ► Led broad cost transformation for F500 food and beverage manufacturer resulting in a 25% reduction in SG&A costs across central functions (Finance, Legal, HR, IT, Sales, etc.), indirect procurement, temp labor, and R&D.► Led strategic pricing optimization program for F500 services company that identified opportunities to increase margin 200-300 bps through use of data analytics, automated pricing tools, and operator training.► Led review of consumer products company Supply Chain to optimize manufacturing and distribution footprint.► Led due diligence for a $1B+ strategic acquisition, identifying synergies, risks, strategic benefits, and financial pro forma.► Designed/implemented Lean Manufacturing program for F500 food and beverage company resulting in a 40% increase in operating efficiency and 50% reduction in change over time in the first 6 months.► Developed an operational improvement plan for shared services center of a leading financial services firm resulting in 10% reduction in labor while reducing processing time 15%+ and eliminating work backlog.► Optimized finance processes for F500 distribution company resulting in labor savings of 15%.► Active leader for launch of BCG TURN (transformation / turn-around practice) responsible for client target screening approach, methodology for teams to execute work, building proposal materials, and supporting dozens of proposals.► Led SG&A transformation for a F500 distribution company which resulted in annualized cost savings of 20% across.► Led transformation for F500 services company doubling EBITDA & increasing equity value 50%+.► Led team that developed BCG’s ‘Margin Reset’ approach to zero-based-budgeting.

DBG was a manufacturer / distributor, with revenues of $75M and ~250 employees servicing over 4,000 retail customers in Pennsylvania and New Jersey with over 40 national brands. Main brands included Canada Dry, 7UP, and Snapple. ► Progressively responsible for larger P&Ls: divisional P&L in 2001-03, manufacturing P&L from 2006-10 and total Company P&L from 2010-14.► Led process to sell company, including choosing investment bank, preparing marketing book materials, and negotiating with multiple bidders resulting in successful sale of Company to a strategic buyer.► Six direct reports as COO: VP Sales, VP Finance, Head of Manufacturing, Head of Operations, VP HR, Head of IT.► Developed skills of senior team through coaching, individualized development plans, and recruiting / hiring leaders to fill capability gaps, resulting in improved team dynamics and execution of key initiatives over a 3-year time span.► Developed and implemented monthly operational and financial scorecard of KPIs that drove business performance, including working capital, labor spend, labor productivity, sales volume, sales pricing, and product mix.► Led Finance function covering AR, AP, audit, treasury, tax, and FP&A.► Developed budget / forecasting process annually with quarterly reviews to incorporate real-time results into budgeting process and increase responsiveness to changing market conditions. New process cut development time by 50-60%.► Secured bank credit facility to refinance existing debt, resulting in 15% reduction in interest expense.► Managed relationships and negotiations with insurance partners (health, workers comp, liability, P&C, etc.) which included taking an ‘actuarial’ approach to reviewing coverage that resulted in an initial 20% reduction from the original baseline spend and 7 consecutive years of ‘below market’ increases.

McKinsey & Company is a leading global management consulting firm.► Led work analyzing marketing strategy developing plan to grow sales / margin of key product line for a $2 billion revenue gaming company, resulting in 5-10% margin growth per year over 5 years.► Analyzed total cost of ownership of key commodities for a building products manufacturer with annual revenues of $1 billion. Built skillset in client team to implement solutions and capture cost savings.► Identified sources of value-creation in sales force for $5 billion division of F100 industrial company. Reduced sales expenses by 10-15% over 5 years.