Reporting to the Executive Chairman, I lead the finance, accounting, and procurement functions. Noregon creates advanced tools and applications for heavy-duty vehicles and equipment,including diagnostic applications, interactive service guides, and services. Noregon helps organizations improve vehicle uptime, train technicians, and make informed decisions about the health, safety, and performance of their vehicles and equipment.

Reported to the North American President, with a focus on driving industry-leading growth and profitability, mitigating risk, and recruiting top-tier talent. Led strategic planning, finance, accounting, M&A, sales operations, HR, customer success, and IT teams. Established a new strategy with KPI's and aligned the budget and key initiatives to drive results. Other key projects included leading the company's digital transformation, standing up and leading the global shared services center, establishing a proactive customer success model, improving the product and service development lifecycle (R&D process), transforming the go-to-market approach and sales team structure, and leading the commercialization of a new global SaaS product.

Reported to the CEO of SaaS company with $20M+ ARR and 200+ FTE's. Led the company's strategic planning, finance, accounting, IT, HR, investor relations, and offshore functions. Defined the corporate strategy and strategic initiatives, managed capital structure including equity investor fundraising and lender compliance and negotiations. Guided corporate development (M&A) and board reporting activities. Streamlined finance operations including the record-to-report, cash-to-collect, and procure-to-pay processes, and treasury functions.

Led Grant Thornton's internal corporate strategy team and transformation management office. Teams worked with the board, CEO, and firm C-Suite to define and implement strategic initiatives, with a focus on business model transformation, performance improvement, digital transformation, and agile organizational change.

Worked with the board and firm senior leadership team to drive the transformation of Grant Thornton. Led strategy development for innovation team, new customer segments, new and existing business units, and corporate social responsibility groups. Developed process to rapidly scale a cohesive firm-wide internal strategy, decreasing development time from 8 months to 8 weeks. Created board materials for CEO. Created a sustainable competitive intelligence process focused on driving organizational action. Worked with Finance to develop a cohesive strategic plan, investment allocation, and budgeting cycle.

Strategy leader for Sears, reporting directly to Sears President and working with holding company senior leadership team (C-suite) to drive the transformation of Sears Holdings. Led strategy and analytics teams. Strategy team developed and executed revenue growth and cost optimization strategies, including launch of concept stores, turnaround of under-performing BU's and stores, digital transformation, brand development, and customer experience transformation. Analytics team developed balanced scorecard, weekly chairman updates, and quarterly external board of director presentations. Also led key cross-functional teams that developed business cases and executed key strategic projects, including include machine-learning development and implementation, store space optimization, and standardized reporting initiatives. Other project highlights included REIT (raising $1.6B), sustained cost reduction initiatives ($500M+), business unit restructuring and turnaround, business development, and new ventures and technologies. Promoted from Manager to Director within one year.

Led teams of consultants that transformed departments from cost centers into value creators. Key projects included IPO readiness, organizational design, scaling departments and technologies for growth, FP&A and cost model redesign, and automated reporting/forecasting. As a quantitative measure of success, the average annualized shareholder value of publicly-traded clients increased 84% during the course of projects. Also served on the Management Advisory Committee, helped lead the organization and strategy of national practice group, and developed internal CPE trainings. Deloitte recognized consistent achievements, including firm's top performance rating and promotion to Senior Consultant within a year.

Led internal finance team whose core responsibilities were FP&A, period-close journal entries, and sales/pricing analysis. Key core focus areas included leadership and development of 3 direct reports, discussing key metrics with senior partners, and ensuring operational excellence. Beyond core responsibilities, also led several national practice initiatives: enhanced internal controls, automated reporting tools, and developed training/simulation materials. Received one merit-based award each quarter, was promoted from Analyst to Controller within a year, then transferred to a client-facing role within Deloitte.