I oversaw product and strategy at SkinIO. From user experience with at-home skin screenings to dermatologist workflows to corporate pricing strategy, I touched many aspects of the SkinIO experience. I am driven to make simple products and processes that encourage more people to keep track of their skin, thereby saving lives from skin cancer.

Managed a team of 5 employees and $450M+ in annual Cardio equipment sales. Owned strategic direction, new product development, and full product lifecycle for three brands.

Ran the $100M+ Elliptical and Cross-Trainer category for two brands. Owned strategic direction, new product development, and full product lifecycle.

Leadership Development Program – Internal consulting team that set strategic direction for the company, led M&A process, created annual 5-year plan, and collaborated with parent company leaders.

Devised plan to grow the Skittles holiday portfolio by 25% by launching new products and optimizing media spend to improve ROI. Researched best in class holiday marketing, analyzed Nielsen sales, and collaborated with creative agency.

• Manage $40 million budget related to new capital and expenses to separate from TE and become a stand-alone company. Facilitate regular meetings and oversight of budgets, contracts, new hires. Hired and managing a person to help with this budget.• Finance expert on new product introduction teams. Coordinated cross-functional financial analysis teams for dozens of new products. Ascertained viability of new products to determine if they should be brought to the leadership team for review.• Instrumental part of finance team in transition from TE Connectivity to new Private Equity owner, including converting financials to new structure, preparing first Board of Directors presentation, Key Performance Indicators development, and monthly operating review with the Gores Group.• Financial expert on team to develop a strategy for a new technology including make vs buy decision, new production site analysis, partnering vs in-house development analysis. Developed complex model to accurately capture various scenarios and advised leadership team on financial benefits of each option.

• Developed 5 year financial model and historical analysis that was instrumental in the sale of Elo - including revenue, cost, and capital modeling. • Facilitated monthly forecasting process for full P&L, inventory, Accounts Receivable, and Capital Expense projections. Streamlined process and improved accuracy and accountability.• Improved Standard Margin Forecast to within +/-1% accuracy through more detailed data analysis.• Financial oversight of monthly Sales and Operations Planning process, including challenging sales leaders’ assumptions and analyzing data to understand revenue projections.• Developed financial models and acted as project lead to evaluate various manufacturing strategy options. • Analyzed data regularly for senior leadership, including financial metrics related to sales, orders, gross margin, cost of goods sold, and operating expenses.

• Developed models and acted as a financial expert for operations strategy, including multi-million dollar capital purchase decisions, sourcing decisions, and supply chain decisions. Created a model to determine the financial implications of building inventory vs. building capacity, to be used monthly in guiding investment decisions worth millions of dollars.• Led a team to model sourcing options and $20 million capital investment, along with financial viability and risks of a new product line. Presented model and recommendations to Senior Leadership.• Managed a summer intern.• Created financial model comparing building inventory vs. building capacity to guide investment decisions worth $10 million.• Determined standard costs for EMEA region (1200 parts) in addition to establishing Manufacturing Overhead rates for US. Created new process for US plant’s overhead that more accurately captures costs and addresses concerns that arose from incorrect overhead allocation methodology.

• Expert on Cost of Goods Sold for the Cat Litter business: managed $250 million in COGS spending, in charge of the forecast and close processes. • Discovered price discrepancy with a vendor, resulting in price re-negotiation and annual savings of $500k.• Established monthly collaboration meetings & led a team of 10 to improve and streamline processes and develop best practices among Cost Analysts. Resulted in standardization and savings of 75 hours per year in reduced training time.

• Consolidated 2 roles into 1 while retaining all major responsibilities by driving efficiency and organization. This involved managing $40 million in budgets for three brands and regularly meeting with 25 key stakeholders.