Head of FP&A responsible for all aspects of Financial Planning and Analysis for a clinical-stage biotech firm focused on new therapeutic solutions in oncology.

Responsible for all Financial Planning and Analysis activities for a clinical-stage biotech firm focused on neurodegenerative diseases.

Responsible for leading all aspects of Financial Planning and Analysis at Akebia including budgeting, forecasting, cash runway modeling, long-range planning. Designed and led cross-functional strategic initiatives, business reviews and financial reporting enhancements including development of product P&Ls, business performance reporting, functional reviews, and preparation Board of Directors materials. Developed, mentored, and led Akebia's Financial Planning and Analysis Team during period of significant growth. Selected Recent Accomplishments:• Led Integration of financial planning, reporting, processes, and systems post-merger of Akebia and Keryx Biopharmaceuticals• Enhanced efficiency and effectiveness of financial planning and reporting by leading initiative and implementation of a system that put the merged entities on a common planning platform. • Reorganized budget and forecasting processes by partnering with executive leaders resulting in enhanced business insights and decision support. • Rebuilt cash runway model providing critical analysis supporting equity raise of $150M in 2020. • Built FP&A function from the ground up, growing team from 1 to 10 heads at Akebia.

Responsible for all Financial Planning and Analysis activities for a medical device/pharmaceutical firm focused on osteoarthritis pain management, wound healing and tissue regeneration. Reporting to the Vice President of Finance, key responsibilities include:• Leading all annual operating plan, budget and forecast processes. • Implementing long range planning model to guide long term strategic planning. • Preparing monthly and quarterly monthly reporting package for Executive Leadership.• Coordinating monthly reviews of budget vs. actual with operating managers.• Developing presentations for Executive Leadership Team and Board of Directors. • Providing timely decision support through value-added analysis, modeling and cross-functional collaboration.

Responsible for all Financial Planning and Analysis activities for oncology-focused pharmaceutical firm. Reporting to the Vice President of Finance, key contributions include:• Established company’s first formal budgeting and forecasting processes to provide structure and give ownership to operating functions. • Developed and implemented financial reporting and management tools, including actual vs. budget variance analysis and forward-looking P&L, balance sheet, and cash flow models. Tools led to more accurate projections, resulting in better understanding of the financials for internal operations and support of business development initiatives.• Established and executed standard monthly financial reviews with executive leadership and operating teams. • Evaluated financial planning applications with goal of improving departmental efficiency and effectiveness. • Upon announcement of company restructure, retained by CEO to create models for company’s shut-down financials, which enabled the leadership to consider various strategic options.

Selected by CFO to lead Business Planning Team responsible for financial evaluation of strategic business initiatives supporting CHA's long-term growth objectives.

Led team of 8 responsible for all Finance and Accounting activities for $200 million physicians’ enterprise with 375 primary care and specialty providers in a non-profit, multi-hospital system. • Restructured the finance team and related staff assignments to match operations leadership structure creating a more effective alignment of talent and responsibilities. • Project leader for successful implementation and execution of new physician incentive compensation models for all CHA service lines. • Developed and automated productivity analysis model and measures used by CHA Executives which identified new revenue and cost savings opportunities leading to informed decision support for potential service line investments or reductions. • Led monthly close process including preparation of financial reporting package for monthly CFO review and Finance Committee Meetings. • Promoted from contractor to permanent employee after 90 days, promoted from Director to Sr. Director in 6 months.

Formerly known as Sepracor Inc. Aquired by Dianippon Sumitomo Pharma (DSP) in October, 2009Reporting to CEO, led staff of 25 responsible for financial management of $1.5B in revenues and $1.1B in operating expenses. Upon the acquisition of Sepracor in 2009 by DSP, was selected by CEO to serve as Interim CFO and tasked with leading the team through a complex integration with the new parent company headquartered in Japan. • Led the Finance Department through a significant transition in the period immediately following the acquisition of Sepracor by DSP. Maintained high morale and productivity with no disruption to the business. All financial deliverables were achieved on time and in full compliance with audit requirements. All key financial metrics were met or exceeded. • Primary liaison to Japanese parent (DSP) on all financial matters. Directed and completed integration of all financial management reporting and planning processes with new parent company. • Earned CEO Award for overall integration achievements.

Led Financial Planning and Analysis Team through significant cross-functional efforts during a period the company was focused on identifying and executing major strategic initiatives, driving efficiencies and effectiveness and meeting the increasing complexity of external compliance requirements. • Directed efforts to produce multiple long range financial plan models in support of key strategic deals including the acquisition by DSP. Worked directly with internal Business Development Team and external investment bankers on all related financial and operational assumptions and was a key financial representative on multiple due diligence teams. • Executed cost reduction strategies totaling $210M in 2008-2009 resulting in improved operating ratios and appropriately sized infrastructure; critical factors in the acquisition of Sepracor by DSP. • Partnered with Vice President of Commercial Technical Operations as key decision maker influencing implementation of new corporate procurement strategy and system resulting in $10M annual cost savings and other impactful supply chain initiatives..

Built the Financial Planning and Analysis function from the ground up, expanding and transforming it during a period of rapid growth and transition from a small, R&D based company with $0 in revenue and $60M in operating expenses, to a fully integrated, commercial pharmaceutical business with $1.5B in revenues and $1.1B in operating expenses, seven marketed products and employee growth from 100 to 3,000 at peak. • Staffed the FP&A function with the appropriate people to support growing operational needs and leveraged emerging technology to support the increasing financial reporting requirements. • Project Leader for implementation of financial information systems and business applications including budgeting, forecasting, and business intelligence platforms resulting in reduction of budget cycle from 6 months to 8-10 weeks. Key member of project team that successfully implemented ORACLE suite of applications to meet commercial scale-up requirements. • Developed and implemented corporate long-range, strategic planning processes and financial models. • Established cost accounting function, methodologies and systems, including standard product costing, inventory management and variance analysis. • Developed and implemented key financial policies and procedures to support evolving business needs including gross to net sales reconciliation and reporting methodology to facilitate proper revenue recognition and reserve management. • Responsible for execution of all strategic and annual planning processes.• Promoted 4 times for accomplishments during this phase of the company’s growth from Manager to Executive Director.

Worldwide Finance Manager for $50M division that sold automated test equipment and software solutions to large scale manufacturers of electronics and telecommunications equipment.

Responsible for financial management of $50 million business unit that manufactured filtration devices and custom process systems for the pharmaceutical and biotechnology industries. Scope included financial support for Plant Manufacturing Operations, Research and Development, Marketing, and Executive Management.

Responsible for financial support of pharmaceutical filtration plant operations including monthly close, variance analysis, standard cost setting, budgets, forecasts and inventory control

Product line budgeting, forecasting and analysis for $200M consumer products division of global conglomerate.