Charged with creating a dedicated FP&A/Business Intelligence team, reporting directly to the CFO -Rebuilt annual budget process for superior functionality, accuracy, and accountability, including: template design, data ETL processes, deployment via SharePoint, and training materials-Drive investment in business intelligence activities by acting as a thought leader and creating use cases; drive development of the onsite data repository; manage development of Power BI as a tool for financial and operational reporting-Develop KPIs in partnership with Operations, including: defining metrics, identifying data issues, proposing solutions, and managing technical solutions to deliver required reporting-Responsible for building a team of direct reports, including hiring, onboarding, and ongoing professional development

Finance leader for the KinderCare brand new site growth strategy, recruited to reboot new site development analytics team by bringing deep finance and industry expertise and providing thought leadership and advisement. Responsible for a team of 4, reporting directly to SVP of Finance-Direct creation of pro formas, triangulating data from multiple resources, coaching team in the “art” of modeling, to deliver thoughtful assumptions and well-vetted business cases-Drive work streams on communication, process improvement, and team alignment as a member of the department VP’s leadership team, in order to improve department engagement and work results-Lead work cross-functionally with Real Estate, Design & Construction, and Operations to present aligned perspective to CFO with risks and opportunities identified for all new site business cases-Create annual capital and operating expense budget related to new site development to align with company 5-year strategic plan-Review acquisition opportunities for strategic alignment with existing portfolio via review of financial statements, revenue and cost opportunities, market footprint, demographic and operational positioning

Provided financial analysis, budgeting, strategic and capital planning support to the Dental line of business in the NW region at 17 locations, reporting to the Sr. Director of Dental Finance, Business Operations, and Strategy-Managed the annual rate setting and strategic planning process on behalf of Dental, successfully modeling a reasonable path to achieve the program’s business goals -Led and managed all aspects of annual budget process, including: strategic plan alignment, timeline development and management, model creation and maintenance, assumption and benchmarking development, identification and sizing of risks & opportunities, walks/waterfalls/deck creation and commentary-Created and co-chaired the Dental Planning & Oversight Committee, responsible for managing the dispersal of capital equipment and projects across 17 clinics, bringing improved order, accountability, and communication -Analyzed multiple strategic products and lines of business to drive growth of the Dental program-Conducted investment analysis for new equipment and software purchases which drove reduction in current and future costs-Developed pro forma model for new clinics, and deployed in business cases, to drive membership and revenue growth in alignment with strategic plan

Led team of 2 finance analysts to support director of FP&A and KinderCare Learning Centers' field finance team-Partnered with director of FP&A to lead annual budgeting process, including timeline, models, and key assumptions to deliver individual budgets to ~1,600 locations-Provided financial support and leadership on strategic company initiatives, modeling costs and potential returns on projects.

Provided financial planning, analysis, reporting, and variance analysis support to western division vice president and 4 region vice presidents, across more than 500 stores and over 50 district managers. Role entailed strong partnership and consultative approach with field operations leaders, in order to drive financial performance.-Acted as a strategic partner within the division team through the budgeting process, identifying risks/opportunities with proposed plans.-Managed annual pricing process, down to the individual store level.-Developed and delivered day long seminars on financial analysis training to district manager teams of 15 in order to drive improved understanding of the P&L results.

-Managed team of analysts that provided financial analysis and strategic planning support to the company's entire portfolio of community-based early childhood education stores, which represented over 1,750 sites.-Created an integrated strategic market plan for the Phoenix MSA, evaluating opportunities for new and existing stores via a comprehensive review of the KinderCare value proposition in the competitive landscape.-Acted as a subject matter expert on the company's finance packages.-Managed analysis and closure approval process of 110 closed stores over 2 years.

-Tasked with creating a financial analysis group within the Asset Management department, in order to develop a platform for strategic management of existing stores.-Led quarterly portfolio meetings, involving senior executives, to monitor under-performing assets, develop exit strategies, etc.

-Presented analysis of 14 development projects with combined projected returns of over $20M to senior executives.-Key participant in creation of first strategic development plan, resulting in the identification of over 350 development targets.

-Designed 20-year new site pro forma used to analyze all development projects.-Developed 5-year forecast P&L, using store historical financials, to project NPV of continued operations.-Developed acquisition model for multi-unit early childcare education business in order to perform due diligence and determine offer price range.