Leader of a high-performing, high-impact team responsible for understanding and engaging the market, optimizing sales channels, and leading strategic initiatives to drive profitable growth across $2.6B specialty waste company. Current mandate includes the following responsibilities across Stericycle and Shred-it brands.• Leadership of market insights and benchmarking activities to gain information about the market, including market sizing and segmentation, market development, and competitive intelligence.• Generation of deep customer insights by understanding market needs, buyer personas, and customer journeys to inform value proposition messaging and targeting strategies.• Execution of integrated marketing tactics focused on demand generation, product marketing, sales enablement, and innovative digital initiatives.• Support of large Enterprise sales growth through account-based marketing, whitespace ignition, and strategic sales support with proposals and business reviews.• Oversight of growth strategies focused on improving sales productivity and efficiency through process standardization, role specialization, and task centralization. Ensuring role design, rules of engagement, territory design, quotas, and incentive compensation are appropriate to drive intended results.• Commercial performance measurement, reporting, and actioning of key metrics related to campaign and channel performance, funnel conversion, pipeline health, and marketing-influenced revenue.• Cross-functional collaboration with Brand/PR and Product Management teams to consistently build and promote Stericycle’s brand in a way that is aligned with the company’s vision, from a customer-centric perspective. Partnership with Digital team to optimize SEM/SEO and ongoing conversion rate optimization.

Responsible for go-to-market strategy, strategic program execution, and commercial planning of Stericycle and Shred-it businesses.• Led Commercial long-range planning and annual planning processes. Partnered with Finance to develop a fully integrated commercial planning process, including momentum modeling and strategic initiatives framework.• Championed strategic initiative focused on accelerating organic revenue growth in Stericycle’s Independent healthcare business. Drove sales acceleration, acquisition optimization, and improved sales and marketing disciplines.• Organized and led strategic initiative to drive revenue growth in Shred-it. Evolved market segmentation to better inform go-to-market strategy, reorganized the sales structure to align dedicated teams to key sales motions, and improved visibility to results through enhanced reporting.• Led holistic optimization of the Enterprise Sales organization. Refined the sales structure to drive continued improvement in quality of revenue initiatives, expand share of wallet across service lines with existing customers, and accelerate new logo growth across segments.• Drove commercial outsourcing efficiencies through the launch and scaling of offshore demand generation center. Created business cases/financial modeling, led partner onboarding, designed standard operating procedures, and optimized prospect prequalification program.

Global Business Process Leader for Finance mega-process of ERP implementation. Led planning, design, and initial build of future state process for strategic planning, budgeting, forecasting, financial analysis, and internal reporting.

Led the strategic transformation of $750M auto repair business with 6,000 employees at over 600 locations across the United States. Transformation initiatives resulted in the turnaround of a business unit that was shrinking double-digits year over year to deliver consistent single digit growth within six months.• Enabled data-based decision making within the field organization by creating a business metrics program to define achievable daily goals based on key leading indicators. Democratized metrics using simple, actionable dashboards promoting transparency, accountability, and communication down to individual employees in the field.• Created mathematical growth model as a guide for field staffing investments required to drive profitable revenue growth. Model showed where to intelligently add headcount, leading to significant turnaround in revenue trends.• Launched strategic partnerships with rental car companies, rideshare services, and global online retailers to deliver innovative offerings to customers, leverage co-marketing strategies, and generate incremental revenue. Deployed partnerships for consistent local execution across 600 auto centers.• Implemented a streamlined platform for auto centers to manage customer feedback from over 100 third-party review sites including Google, Facebook, and Yelp. Proactive management of online feedback drove 30% improvement in social reputation score over a 12-month period.• Implemented extensive culture revitalization program across the entire organization to create a rallying point around customer centricity and growth. Program inspired individual ownership and accountability with employees based on metric performance that ultimately delivered growth goals.

Leadership of team responsible for driving business transformation, process improvement, and change management initiatives throughout Stanley Black & Decker’s $2B security business unit.• Created and implemented a playbook methodology designed to drive consistency and excellence in execution across 75 field offices and centralized operations teams. Resulted in 15% improvement in delivery of customer installations within budget, 13% improvement in technician utilization, and 20% improvement in service first-time fix.• Led the formation of the Vertical Operations org, which was established to deliver complex integrated systems to large National Account customers. Defined standard processes and documented standard operating procedures for the new division.• Created Project Management Toolbox for the Vertical Operations Professional Services team, providing a critical framework for seamless execution by project managers and demonstrating to customers a standardized approach to project management.• Implemented an industry-leading project management tool, enabling the Vertical Operations Professional Services team to increase productivity by creating project schedules, mobilizing resources, supporting execution, holding resources accountable, and tracking/reporting milestones, all in a cloud-based, collaborative environment.• Served as interim operations leader for Stanley Security’s Higher Education vertical, overseeing account relationships, strategic planning, and implementation activity for large universities.

Led process and control optimization initiatives within finance, accounting, and field operations of Stanley’s $2B security business, with extensive focus on Order to Cash and Controllership functions.• Analyzed ROI, designed business requirements and processes, created training plans, and led the roll-out of a new field service software solution deployed to nearly 1,000 field technicians.• Established a field metrics program focused on sales and revenue growth, operating margin improvements, customer satisfaction, and lean targets to drive clear accountability throughout 75 field offices. Provided increased visibility for performance benchmarking and forecasting, allowing leaders to manage by exception and proactively address areas of weakness.• Created field policy handbook to promote awareness of Controllership policies and procedures within the field organization. Oversaw and led project planning, interviews of business process owners, and documentation of policies.• Overhauled business unit’s service billing process. Documented best practices and desktop procedures, defined clear roles and responsibilities of stakeholders, and set forth internal service level agreements for performance. Resulted in reduction of billing processing time and decrease in credit memos due to more accurate customer billing.• Supported the execution of the business unit’s largest commercial security implementation to date. Worked with national retail customer to define scope, document customer requirements, and create detailed theory of operation documentation for a 1,500 location security implementation. Provided oversight and guidance to internal project management team. Led reporting rhythms to communicate progress to internal and external executive stakeholders.• Led integration activities and synergy tracking associated with acquisitions of large global security companies.

Joined KPMG’s Forensic Services practice as a Senior Associate, promoted to Manager. Led teams of various sizes by supervising project execution, mentoring staff, and managing engagement budgets.Engagement experience included forensic investigations and data analytics, anti-money laundering and regulatory compliance, risk assessments and compliance audits, and information technology advisory services.

Joined KPMG’s Audit practice as an Associate, promoted to Senior Associate.Served as in-charge Senior Associate on audits of public companies in the global manufacturing and financial services industries. Responsibilities included planning and overseeing fieldwork, designing and executing audit programs, and supervising audit staff.