• Lead finance partner for lululemon's long-range strategic planning process, providing thought partnership and analytical frameworks to support key stakeholders across the business• My team is focused on cross-functional coordination and influence, to drive strategic resource allocation across business functional silos and drive enterprise value creation through strategic decisions.• Assessing and analyzing market trends, industry developments, and financial implications to support informed decision-making• Design, deploy, and govern processes to optimize ROIC of forward-looking investments to drive growth & value• Primary FP&A business partner to lululemon's environmental sustainability teams, driving financial strategy to support our Be Planet objectives (emissions reductions, product circularity, and sustainable materials innovation)• FP&A lead on business development initiatives

"Driving Financial Excellence through Tech-Enabled Transformation in the CPG Industry"A Senior Director of Finance Transformation at AB-Inbev, I specialize in orchestrating tech-driven transformations that optimize financial and operational performance. Based in the dynamic landscape of the Tech organization, my role focuses on resolving complex business challenges through holistic transformation addressing opportunities in People, Process, Data, and Technology. As an AB-Inbev Partner, I am part of the distinguished 1% amongst our 167k employees, recognized for my consistent ability to create value.Highlights:🚀 Value Creation: Orchestrated projects resulting in over $25MM of value creation YTD in 2023, demonstrating a track record of impactful financial outcomes.💡 Resource Allocation: Revamped internal reporting and resource allocation processes to ensure optimal capital utilization, fostering agility and adaptability crucial for our dynamic industry.💰 P&L Optimization: Led initiatives driving EBITDA and Cash Flow improvement through insights, advanced data-science modeling, and strategic investment optimization.📊 Connected Financial Planning: Implemented comprehensive connected planning architectures, primarily using Anaplan, to enhance core FP&A and Treasury routines. Improved forecast accuracy by connecting critical inputs from across business teams.🔄 Agile Methodologies: Pioneered the adoption of Agile principles in Finance, cultivating a culture of adaptability and implementing iterative approaches to financial planning and execution.🤝 Leadership: Successfully led high-performing teams across St. Louis and New York, fostering collaboration, and empowering Finance user citizen developers.📈 Data-Driven Decision-Making: Leveraged advanced analytics to elevate Finance users into strategic business partners. Encouraged upskilling and empowered citizen developers to deploy insights for value-driven decision-making.

Responsible for managing the monthly Financial Planning & Analysis (FP&A) cycle for the AB Inbev's North American Zone. Primary tasks include analysis and reporting on P&L variances, ownership of the P&L forecast, and coordination of results presentations to senior leadership.

Anheuser-Busch has consolidated all non-beer products under a new Beyond Beer business unit and I was responsible for financial planning & analysis as well as sales intelligence for this unit. This included non-alcoholic brands (Teavana, HiBall Energy, etc) and flavored malt beverage products. Leading a team of four direct reports, I support a fast-growing business unit with double-digit compound annual growth and more than $450MM of net revenue.

Leading FP&A and Sales Intelligence activities for the Anheuser-Busch / Starbucks Teavana ready-to-drink partnership. Starbucks and AB-Inbev partnered to launch Teavana iced tea in ready-to-drink in 2017. We've developed a fantastic product and are delivering excellent results as the market leader in premium iced tea. In my role as Finance Director I am responsible for revenue management, pricing, budgeting, capital planning, sales intelligence, and forecasting. My role faces both internally and externally, including significant interaction with wholesalers and retail customers across the United States.

-Lead Labatt's Corporate Audit group in internal and external engagements, assessing risk and controls-Audit planning: development of audit scope, test procedures, and stakeholder engagements -Communicated audit recommendations to senior management and collaborated to build comprehensive action plans-Leveraged extensive SAP knowledge to create new analytic test procedures to identify trends and control gaps.-Supports closure of audit issues by assisting management to complete action plans on time

-Audited internernal operations measuring against IFRS accounting standards and internal policy requirements-Identified financial, operational, strategic, and IT control deficiencies. Determined appropriate corrective actions and ensured effectiveness of SOX controls-Communicated audit recommendations to all levels of management, verbally and in written audit reports-Delegation of Authority Guidelines, Account Reconciliation Policy, Provision & Accrual Policy, Producrement Policy, and Financial Reporting Guidelines, Segregation of Duties, Fraud Controls

-Responsible for all finished good product deployment across Labatt's domestic supply chain-Manage team of 6 direct reports-Manage dotted-line reports in ABI's business service centre in Brazil providing freight compliance services-Coordinates team to meet regional sales demands, mitigate product stockouts, and drive operational excellence-Key performance indicators: customer delivery performance, fill rate, product stock risk, freight carrier compliance-KPI Analytics & PDCA methodology

Controller of logistics budget for Quebec / Atlantic region of Labatt's supply chain.

-Authored support documentation (SOPs)-Delivered key user training-Performed functional fit-gap analysis on supply chain processes-Provided post go-live support to Labatt supply chain network, including MM and SD modules

Worked in the Columbia Brewery packaging glacier fresh Kokanee in BC's Kootenay region. Two months of general onboarding before working six months as a line manager on the bottle packaging line managing a unionized shift of 8-10 employees. Managed machine downtime to maximize line efficiency. Focus on operational excellence programs and performance metrics.