Building and operating a multi-unit portfolio of Franchise Wellness and Fitness Studios.

Glosslab is a startup, membership based Nail Salon founded in NYC with locations in multiple states.Head of Finance reporting to Founder / CEO, built out the operational, brand, and financial analysis function to improve and optimize performance in owned stores and support the launch of Franchising.- Own all aspects of financial and operational reporting, forecasting & analysis; manage Accounting and Payroll / HR - Developed & launched company-wide KPI scorecards for operational performance; putting store performance visibility front and center and in the hands of store-level managers - leading to substantial improvement in four wall margin- Revamped primary customer acquisition promo, improving service margin, conversion, and new guest retention.- Implemented product / service price analysis, and led updates to pricing model for both memberships and packages and significant improvement in average revenue & margin per service - Leverage Franchise expertise for Glosslab transformation via launch of Franchising model in March 2023, with 6 franchise locations in operation by end of 2023

Relocated to Austin, TX joining Sport Clips Haircuts, reporting to the CFO and partnering closely with Founders and Executive leadership to drive value throughout the organization as they continue rapid growth. Sport Clips is one of the most respected and fastest-growing hair care franchises in the United States with nearly 2,000 locations.✓ Own end to end cross-functional budget, and multi-year forecasting process, as well as ROI/NPV analysis on numerous programs and investments ✓ Own all Management / Leadership Financial Reporting✓ Manage and expand utilization of Franchisee Financial Reporting platform, Profit Keeper, to drive value for Franchisees and Franchisor

Relocated to European Wax Center's new World HQ in Plano, TX in December 2019. Reporting to Finance org, partnered closely with the Marketing org and Chief Experience Officer (CXO) to support business growth through efficient and effective investments ranging from Marketing & Media plans, pricing & promotion strategy, new product and service launches. Own Marketing budget (~$20MM) creation, management, reporting and reconciliation, with GL detail analysis for executives and PE ownersMarketing/Brand SME on Finance org, and Finance SPOC/SME on Marketing side, across budgets, forecasting & planning, and ROI analysis. Cross-functional partner between Finance, Marketing, Product Development on design, development, and launch of new products and services - including new to world Cirefusion Thérapie 135° skin care treatment, and expansion of current retail portfolio.

Reporting to EWC's Chief Marketing Officer - responsibilities include:Drive short and long term business strategy, by providing Business / Analytics leadership as the subject matter expert for measuring performance of brand and product initiatives. Analyze and recommend optimization for future projects. Serve as Marketing team SPOC for analysis and all analytics tools. Own measurement of product launches, pricing and promotions. Lead market research, including both internally sourced and those research projects executed with/by agency partners. Analyze and interpret the results of that research, to inform future product launches, pricing, and promotional activities and plans.Own planning, reconciliation, management, and reporting of ~$20MM Marketing department budget, including reviews with agency partners and internal reviews with Finance department senior leadership. Partner with Finance and Supply Chain to advance retail budget and S&OP planning process. Reporting and analysis utilizing Salesforce, Financial Force, Salesforce Marketing Cloud, Google Analytics, Google Data Studio, Domo,

Transitioned from Finance into Marketing, and relocated to NYC, reporting to EWC's Chief Marketing Officer. Responsible for analyzing results and generating business insights to support the Marketing team, ensuring marketing decisions are driven by data measurement and analytical insights. Utilized Salesforce, Financial Force, Salesforce Marketing Cloud, Google Analytics, Google Data Studio, DomoServe as a business partner to the broader organization, and provide guidance to pricing and promotional efforts by transforming data insights into more effective business actions. Creating new reporting to be used within and beyond the department for decision making, as well as create insightful presentations for meetings.

European Wax Center is a rapidly growing provider of body waxing services via Franchise and Corporate-owned stores, with ~$400M network revenue and nearly 600 centers nationwide.Responsible for budgeting, forecasting, and business improvement analysis working closely with the Executive Team, assisting with analytical support for strategic priorities during a phase of significant investment in company growth and transformation. August 2017, Transitioned roles from Finance to Marketing organization, and relocating to New York. City.

Ballistic is a designer and manufacturer of protective solutions for mobile accessories that are sold in numerous channels including Best Buy, AT&T, and Sprint. I was recruited as Chief Financial Officer for Ballistic as they underwent a scale-up/turnaround phase, and I brought my experience working with a Fortune 100 company’s systems-oriented approach (P&G) as well as the entrepreneurial agility I honed while at startup TriFusion. In addition to serving as CFO, I was the head of Finance, IT, and Building/Business Operations. --Logistics was one of the company’s biggest issues. After conducting a thorough data analysis, I concluded that our new packaging allowed us to fit 40% less product on a pallet—nearly doubling our freight bills. I had the engineers redesign the packaging, which cut more than $1.50/unit in costs and catapulted our gross margin from 25% to 45%. My efforts also informed several go/no go decisions about a number of new product initiatives. --The company had missed a major opportunity because of its inability to provide electronic ordering and reporting. I spearheaded the project to identify and implement a more functional ERP system, which will facilitate the significant growth the company is anticipating.--Another challenge I encountered was a lack of forecasting. I built the company’s first end-to-end forecast process that allowed department heads to build budgets, manage performance to budget, and plan expenses, as well as allowed me to forecast profit and loss and cash flow on a weekly and monthly basis. -- When I came on board, the company was utilizing an unusable executive scorecard with more than 100 lines, requiring ten hours a week for an employee to complete. I replaced this with a seven-line scorecard that took just 30 minutes per week to complete…and provided executives with useable and actionable data.

I owned quarterly and long-term forecasting for $1.5B Cost of Goods Sold budget of the global supply chain for Duracell batteries. This includes seven manufacturing plants in the U.S., Belgium, and China. I spearheaded continuous improvements in the supply chain and recommended gap-close opportunities versus targets. --I built a sustainable, repeatable, and auditable process for the FY 2014 budget and forecast that removed as much as three days from the delivery of each month’s financial forecast. The new process resulted in a cumulative savings of nearly one month per year. I transitioned the division into a breakthrough system for accounting and financial reporting as the system of record for P&L actual. By incorporating this system into all management reporting, managers had leaner and more efficient reporting tools with which to make business-critical decisions. --By redesigning multiple legacy reporting processes to make them simpler and faster, I was able to provide the leadership team with robust and useable metrics and reports for budget setting and decision making. The simplification also allowed us to eliminate one FTE, resulting in further cost savings. --I streamlined processes and timing for manufacturing plant reporting of both forecast and actual by designing and launching a tool that consolidated reporting and forecast across all seven global plants. This streamlined process improved the timing of reporting and reconciliation by 2-3 days, allowing stakeholders to make decisions more quickly.

This role focused on Duracell’s $80M Rechargeables segment, and I collaborated with global, cross-functional partners in Marketing, Sales, and R&D. We worked together to launch new products and introduce cost-saving/margin-improving upgrades to the product mix. --I led Duracell’s efforts to determine which features consumers were willing to pay for in the highly competitive, low-margin rechargeable business. This process allowed us to lower the cost of our rechargeable batteries to make them more attractive to consumers—making Duracell more competitive in the rechargeable vertical. --I led Duracell’s first global, cross-functional Competitive Response Modeling session for the DuraLock product launch. This immensely helpful activity allowed the team to conduct numerous modeling simulations based on various potential competitive responses to our launch, and then develop plans on how Duracell should react. --After going through extensive analysis of Duracell’s Rechargeable segment, I realized we had to make changes in our business model because of the market’s existing conditions and tight profit margins. As a result, I proposed that the company transition from a contract manufacturing model to a licensing business model. This business model was piloted in 2014.

This position was in the Pet Care division, focused on long-term business growth strategy and innovation planning for Iams and Eukanuba--Although P&G has a relatively small share of this category, I saw a tremendous opportunity for growth. It was important to identify the competition’s key advantages, cost structures, and margins. I led the division’s first comprehensive Pet Care Competitive Profit Pool analysis, resulting in a top-down income statement for key brands. We also generated trend-analysis reports that showed profitability of premium versus mid-tier food and rates of cannibalization when one brand has both tiers. The cross-functional team I assembled for this analysis included:-Sales (retail trade funds)-R&D (product formulation)-Procurement (cost of formulations and packaging)-Marketing (trade dollars and media spend)As a result, the analyses we conducted became pivotal for numerous projects, and the model I designed has been used by several other P&G brands for competitive intelligence work. --By collaborating with multiple business units, I analyzed data to determine the potential costs and profits for each Pet Care division’s future projects. As a result, I was able to lock in a five-year innovation strategy plan that provided the division with long-term master plan sufficiency and better choices for future projects. --I led an analysis of three years of product launches. This included identifying attractive investment opportunities and key growth possibilities; I also made kill or cure recommendations on bleeder SKUs. --When the Pet Care division introduced a new product line specifically for senior pets (11 years of age or older), I played a significant role in increasing retailer margin and enhancing P&G’s profitability by making sizing and pricing recommendations.

TriFusion was a technology and managed deployment services start-up. As the Director of Operations and General Manager, my focus was on process improvement, and I served on the lead team with the CEO, CFO, and COO. I supervised Operations Managers at two TriFusion locations and held operational responsibility for both locations as well as the headquarters. --I was able to achieve as much as a 25% improvement in operating margins. In addition to increasing sales and decreasing costs, I created and promoted a menu of premium shipping services to clients. These “white glove” services cost us nothing extra, but significantly improved customer service, profits, and sales. --I collaborated with the CFO and Accounting to develop a new commission structure that was linked to a contract’s profitability. When the sales team sold above the price floor, they were able to keep a larger percentage of the sale as their commission. This increased profits and also re-energized the sales force. --By expanding my analysis and measurement efforts holistically, I was able to identify and mitigate numerous inefficiencies in sales contract terms, SLA, Operating margin, and pricing—all of which enhanced the company’s profits.

In this unique role, I was onsite for TriFusion’s largest customer, Dell Computers. I managed operations including implementing measurement systems to identify and eliminate systemic waste, instituting documented processes, and developing training manuals. --TriFusion’s role at Dell was to provide additional customization beyond Dell’s capability. One of our first major projects was a laptop data migration, which involved receiving laptop boxes from a client on Friday evening, making the necessary changes, and having it back on the client’s desk by Monday morning. I began managing this operation soon after it began, and immediately addressed the unit’s struggle to meet the deadlines. I began by implementing a time-and-motion study. This allowed me to quickly identify gaps and bottlenecks, and I then rearranged the production area’s floor plan layout to mitigate the problems. As a result of these changes, we were able to ship 100% of received laptops on time, with fewer total FTEs. Most importantly, the changes left a very favorable impression with Dell, and were instrumental in our dramatic business growth with them. --One of our key challenges onsite with Dell was achieving appropriate staffing levels for the two-shift operation, which had highly variable volume and required a wide range of skill sets. We were constantly over-staffing to avoid capacity misses, which was significantly lowering our profit margin.I built partnerships with staffing agencies to create an on-demand queue of labor. As a result, we were able to improve service levels to more than 95% shipped-to-commit and improve gross margins.--Dell and TriFusion developed a “Rack & Stack” program, where servers purchased from Dell could be shipped to customer Data Centers fully configured and connected. I oversaw the launch and execution of this program, which reduced data center install and deployment times from as much as three weeks to just one day.

I managed the new TriFusion location in Bentonville, Arkansas. --I directed the deployment of Windows XP systems and architecture to Walmart Distribution Centers’ network of more than 3,000 systems including logistics, software load and customization, and inventory disposition.

I joined TriFusion just a few months after the company started operations, and built some of the initial operational tracking metrics and analysis of process and results. --My first task was process-tracking and metrics design and implementation of the Overpack program for a military client. The work I did on this project was leveraged to a much greater degree in my first permanent role with TriFusion.--One of the best indicators of success for an intern is being offered a full-time position with the company. I was offered the position of Director of Strategic Operations right out of college!