• Strategic finance and corporate development consultancy for small public companies• Support companies through restructurings and aggressive acquisition-based growth.• Achieve successful outcomes through financial analysis and strategic planning.

• Spearheaded a series of acquisitions that transformed EMCORE from a Communications laser business to an Aerospace and Defense-focused inertial navigation business - inorganically growing the new business from $5M to $100M, and constituting 95% of the company's total revenue in 2023.• Owned post-acquisition integration efforts for >$95M of acquired business – surpassing synergy targets with over $9M combined EBITDA improvement.• Completed sale / lease-back transactions for two properties, a $13M Concord, CA property and a $11M Tinley Park, IL property dramatically offsetting acquisition costs and improving ROI.• Led exploratory public company sale processes in 2017 and 2022, generating financial and marketing materials for buyer solicitation and evaluation.• Created the company’s annual corporate strategy and financial planning process – working with BUs to create detailed 1/3/5-year operational plans including P&L, Balance Sheet, and Cash Flow forecasts.• Developed, presented to board for approval, and implemented corporate restructuring plans on six occasions to re-align resources during the company’s strategy shift to Inertial Navigation.• Led quarterly Strategy and Alternatives board sub-committee presentations, covering strategy, proposed acquisitions and divestitures, and integration performance.• Negotiated and implemented the divestiture of EMCORE’s three legacy businesses in 2023, completing the transition from communications to A&D player.• Directly managed team of 8 personnel across the corporate development, human resources, and communications functions.• Developed investor messaging across investor and commercial press releases to clearly describe EMCORE’s vision, business model and competitive differentiation and evolution toward inertial navigation.• Participated in investor calls during fundraising and quarterly reporting cycles.• Closed two public financings; $36M in February 2022, and $17M in August 2023.

• Owned HR responsibilities: recruiting, compliance, comp (cash & equity), benefits, and payroll.• Developed compensation strategies and tactical rollout plans, all of which were presented to and approved by the Board of Directors Compensation Committee on a quarterly basis – covered equity, cash, bonus compensation and selective incentives.• Created and rolled-out OKR (objectives and key results) process as an executive and employee management practice, aligning corporate goals from the CEO down to all levels and measuring completion of tactical and strategic goals.• Integrated three workforces across the Midwest, East Coast and West Coast, covering approximately 300 new employees as the result of three acquisitions between 2019 and 2023.• Led the HRIS migration from UKG (Ultimate Software) to Paycor (Payroll, ATS, benefits and personnel management).• Set strategy and direction across all benefits – 401K, health care, vision, dental, etc. and made migrations to new a new 401K provider and two health care providers (to maintain cost competition) with seamless support to our employee base.• Led all quarterly Compensation board sub-committee presentations, providing details on equity distribution, dilution, and burn, and proposing corporate equity and bonus structures. • Negotiated new union agreements including a full pension freeze for all members.

• Created all corporate budgets and financial forecasts and produced live 13-week cash flow, P&L forecast, and bookings reports for company leadership.• Created systems for the capture of live operating data to drive business analyses (real-time quote and booking activity, aircraft utilization tracking, and operating expenses).• Led analyses across strategic initiatives including mergers and acquisitions, strategic pricing arrangements, channel development efforts, and the JetSmarter operator opportunity.• Managed 6 aircraft managers who acted as owner liaisons and generated financial and operational reports, providing detailed period analyses on aircraft performance and expenses.

• Led cross-functional teams of 30+ team members through the due diligence, transition-planning, and integration of five acquisitions, avoiding material costs/liabilities, achieving >90% employee retention and delivering >$30M in operational synergies.• Completed Marvell’s first corporate divestiture – defined the financial rationale and managed the tactical carve-out and sale of an enterprise system and software team to a tier-one system vendor.• Served as acting GM for NVRAM card business, managing the end-of-life processes with customers and vendors, eliminating costs, raising prices, and driving >$20M in additional cash flow.• Gathered business unit data and market inputs to define 3-year strategy, identifying product and resource/budgeting gaps and constructing a build build/buy/partner strategy to fill them.• Presented to executive management - presentations included acquisition and investment proposals as well as annual updates on integration and value driver status for completed deals.• Created Marvell’s cross functional due diligence and integration processes, instituting procedures for issue identification and request tracking, and a methodology for issue remediation through negotiations and detailed transition planning.• Led team of 3 professionals in identification, analysis, and execution of IP licensing deals, acquisitions, divestitures, and strategic partnerships.

Strategy and Business PlanningAcquisitions and Investments