Focused on investing in small businesses in Southeast Washington in need of a transition.

Manage public and private investment portfolio of the Green family

Strategy:• Led engagement to assess traditional asset managers’ alignment to HNW needs and develop strategy for doubling HNW market share resulting in an investment of over $50m to target HNW clients• Assessed capabilities of a real estate investment firm and performed a market assessment to develop a 7-year growth strategy forecast to 3x assets from $4bn to $12bn and double the revenue growth • Assessed current strategic and organizational strength of a top 5 public pension resulting in a large scale rebuild of the organization's strategic approach focused on a 100% funded ratio for the pension• Developed value proposition based on capabilities and market trends for an emerging markets PE firm enabling the firm to successfully raise over $1 billion in 2015Due Diligence:• Led diligence utilizing a consumer survey and industry research on a unique hospitality chain enabling the PE client to understand the company’s downside protection and potential revenue growth drivers ultimately leading to a closed transaction• Developed significant understanding of expected and unexpected risks of investing in an affinity marketing firm reshaping the financial buyer’s expected outcome and ultimately resulting in no dealFirm:• Led recruiting efforts for full-time associates in the Northeast across all core MBA schools; responsible for interviewing candidates and post-offer recruitment efforts• Promoted to Engagement Manager in under 2 years, ahead of most peers in starting class

• Wrote hypothesis of five-year strategic plan including required analysis for a $2 billion business unit of a public mining company enabling deeper, focused analysis by the following team• Developed optimization model to determine ideal asset portfolio mix in various market scenarios and to maximize business unit profitability

• Key proponent on team of rotating portfolio away from buyout offerings toward distressed offerings in 2008. As a result, no buyout investments were made in 2008 and the portfolio performed above relevant benchmarks from 2008 until my departure due to exposure to the distressed market• Examined and rebuilt quarterly attribution analysis reducing process from two days to two hours with higher quality output and clear procedures• Designed, built, and implemented new secondary transaction model which better integrated key deal metrics reducing deal risk and improving the due diligence process• First Junior Associate to begin managing own relationships with general partners of Adveq’s investments. Initially responsible for two relationships representing $20m of committed capital• Promoted to post-MBA position of Associate after 18 months at the firm (typically takes 2-3 years)

• Independently sourced and led initial diligence of 2007 venture capital offering from a new firm resulting in recommendation to and investment by clients. Fund today is the best performing venture fund, industry wide, from the 2007 vintage year• Built private equity implementation model, which clients broadly adopted. The resulting output reduced return volatility through more consistent investing, which protected clients from undue risk• Co-led all group and client work for six months after the departure of the group head. Responsibility increased to where I was able to lead client interaction without oversight

• Reduced quarterly report production time for complex client from 60+ days to under 40 days• Selected to lead junior analysts by structuring formal procedures and training new analysts

• Performed financial and cost analysis for Adventist Medical Center (Portland).