• Oversee timely execution of all FP&A functions including monthly forecast, annual budget, long range plan model, and business driver explanations for quarterly board and public disclosures (e.g. MD&A, Investor Presentation)• Review and approve strategic rationale and financial models for all capital projects in excess of $1M• Led analysis to revamp the long-term incentive (LTI) program, which adopted return on invested capital (ROIC) as the new multi-year target for executive stock-based compensation• Oversee all materials for quarterly Board of Director meetings and annual strategy summits• Execute the full M&A process, from pre-LOI business development through transaction sign/close• In collaboration with IPG’s CEO, CFO, and general counsel, led IPG’s successful sell-side sales process which culminated in a $2.7B sale to Clearlake Capital Group in a go-private transaction• Excel with business development, strategic rationale, business case development, due diligence (including internal and external functional lead selection), detailed 3-statement deal models including synergy and pro forma analysis, and negotiation• Present all M&A-related business cases for approval to the Board of Directors highlighting strategic rationale, valuation, & key risks and mitigations

- Ran the AT&T company-wide consolidation 3-statement model used to provide external guidance to investors and set key internal budgets, including free cash flow and EPS

- Work closely with Senior Management to identify targets, define strategic rationale and evaluate potential transactions- Utilize discounted cash flow and other valuation techniques to assess economic value of potential transactions- Create detailed financial models with dynamic financial statements to assess financial impacts to AT&T- Oversee the due diligence process, including managing virtual data rooms and coordinating with internal and external constituents- Develop presentation materials for internal approval by AT&T Officers and the AT&T Board of Directors- Support the structuring and negotiation of terms sheets and definitive agreements- Jointly manage and plan for the post-closing transition and integration processes

Project Velocity IP (VIP)- Member of a small versatile team driving to transition the AT&T network to all IP, wireless and cloud by 2020- Perform complex database consolidation and analysis including extensive manipulations using MS Access and Excel in support of Project VIP

- Coordinated across multiple business functions (incl. legal, corporate communications, network, and strategy) to develop and publish key messages and executive summary documents for the first AT&T Investor conference in five years, which announced Project Velocity IP (VIP), a $14 billion capital expansion plan to support the transition to an all IP, wireless, & cloud network by 2020- Successfully ensured all publicly-disclosed corporate earnings schedules were accurate and on-time - Developed quarterly financial and operating benchmarking reports against industry and market peers for executive distribution- Designed, prepared, and published a daily market and stock performance note shared with company executives- Created ad hoc financial analysis to support buy-side and sell-side IR personnel

- Provided monthly P&L trending and variance to budget analyses- Completed sales promotion business cases and regional scenario analyses for potential mergers- Prepared a retail store distribution model to identify under-performing company owned retail stores in the North Central Region. Created market-level presentations to highlight key action items for the regional leadership team

- Developed credit-risk sensitive profitability analyses across different technology broadband offerings for new small business customers- Successfully presented credit policy change recommendations to finance and sales leadership that were implemented in fall 2010 with forecasts to save over $10 million annually

- Increased share of business from approximately 90% to 100% by clearly addressing the most critical client concerns (liquidity management and counterparty risk) during height of the liquidity crisis in late 2008- Successfully automated and enhanced a CDS-based counterparty risk management tool; identified the opportunity to address a client need and drove a geographically dispersed team from conception to successful client delivery- Partnered with client portfolio managers to enhance the liquidity management component of the securities lending policy, incorporating lessons learned for 2008 liquidity crisis

- Gained capital markets experience and acumen in a back/middle office role in a start-up environment- Worked closely with most major custodian banks and broker-dealers to settle daily cash and non-cash collateral calls related to securities lending mark-to-market and new trade activity

- Designed and built five years of back-testing used to successfully secure investors for a small-cap long/short hedge fund