Contract CFO for SaaS audio technology startup.Finance: FP&A, 409a & market valuation analysis, capitalization structure (convertible debt, Series A), investor presentations, strategic planningAccounting: journal entries, reconciliations, monthly close, tax, AP, payroll

Reported to CFO; staff of 25; $500M+ annual budget. Member of the Technology leadership team implementing transformational change supporting cost-effective, continuous, high-quality enterprise-wide technology delivery. • Drove $25M of annual KTLO efficiencies • Strengthened governance of $250M+ of annual technology investment• Improved credibility of Technology Finance & grew engagement with Technology leadership

Reported to EVP, Strategy & Corporate Development; staff of 20. Focused on business economics through development of new P&L structure and customer lifetime value analysis. • Led team that drove customer and market insights to increase market share, identify opportunities and increase customer satisfaction • Provided insights into business performance by deconstructing results into drivers (customers, visits, purchases, unit prices, unit margins, channel-specific costs)

Reported to CEO; staff from 25 to 150; $400M revenue. Strategic partner to CEO managing bank issuing debit & credit cards to support loyalty program. Key executive sponsor of Risk, Operations, HR & Marketing improvements via up-leveling of talent, expectations and deliveries. Board, Risk Management and Asset / Liability Committee member.Finance & Accounting- Lead architect & negotiator of $2.2B credit card portfolio sale and issuing agreement. Created industry unique revenue, cost and risk sharing structure that aligns issuer with company retail sales & customer experience objectives and retains key control elements for company while meeting partner risk management & regulatory constraints. - Returned $100M of bank capital to parent: rationalized capital structure and dividend policy, raised $325M of securitization funding, re-structured liquidity agreements. Strengthened regulatory financial position. - Reduced accounting errors via strengthened controls, eliminating re-filings of regulatory reports. Developed & implemented new loan loss reserve methodology. Accelerated reconciliations, re-vamped close package and added balance sheet reporting.General Management- Key driver of shift to analytic decision making, creating new insights through channel, product and customer segment analyses that drove growth and increased profitability while decreasing credit riskOperations- Built operational analytics function that increased effectiveness & efficiency of customer service through better scheduling, single call resolution and reduced hold times. - Increased asset recovery value: managed collections, shifted recovery strategy towards asset sales

Reported to CFO; staff of 25. Principal finance officer for $20B receivables in co-brand, affinity and proprietary credit card portfolios. Partnered with Risk & Marketing to drive growth & profitability.• Set and drove achievement of financial goals. Developed, managed and presented budgets and short & long-term financial plans, including variance analyses and risks and opportunities• Developed and recommend strategies on product pricing & design, distribution channels, market segmentation, and competitive trends to maximize returns, including optimizing $300M in annual direct mail marketing• Enabled compliance with Credit CARD Act and impact mitigation by leading multi-functional team that developed/implemented strategies.

Reported to Senior VP, Finance; staff of 10; budget of $300M+.Serving as business unit- level CFO, had P&L responsibility for three credit card portfolios and a fee-based products business. Optimized effectiveness of marketing investments through segmentation and other programs. Led company-wide Pricing Practices committee. • Increased annual revenue by $250M through new risk-based pricing program applied business-wide• Increased direct marketing response rates / lowered customer acquisition cost, drove revenue growth and customer engagement by developing and launching of a successful Prime Card.

Reported to Vice Chairman, Marketing; staff of 15. Managed Marketing’s financial and strategic plans, departmental budgets and headcount. Chaired the Revenue Committee. • Enabled a more streamlined and agile organization: developed metrics and streamlined planning process to rapidly identify and execute initiatives, and managed force reductions and reorganizations• Increased portfolio yield 110 basis points (~$300M revenue) via a new risk-based re-pricing strategySENIOR VP MARKETING, CUSTOMER MANAGEMENT (2001)Reported to Executive Vice President, Marketing; staff of 50 – 90.Set and executed strategy for managing 15M customers. Increased revenue by $140M annually.• Simplified operations and increased customer satisfaction by changing cycle schedules, shifting to balance-based late fee pricing and a risk-based re-pricing program• Originated 1.5M+ new accounts to existing customers via direct mail through product & offer development • Increased account usage (+6%) / decreased attrition (-14%) through new purchase activation and upgraded programs.SENIOR VP FINANCE, CORPORATE DEVELOPMENT (2000 - 2001)Reported to CFO; staff of 5. • Served as US leader for Argentina credit card start-up. Acquired bank & regulatory approval, developed strategic and financial plans, hired staff, and drove marketing and credit strategies. • Structured and negotiated JV with one of UK’s largest retailers. Devised efficient legal / financial / tax structure within US regulatory and UK VAT constraints.• Managed corporate strategic planning, including generating market analysis& long-term plan scenarios.