• Extensive experience analyzing credit card and installment lending financial statements, with a focus on account growth, interest and fee income, loan balances, contribution profit, operating expenses, and cash availability.• Played a key role in establishing the FP&A function, including KPI projections, month-end reporting, and presentations for leadership and investors.• Developed 10-year financial planning and daily forecast models to project new accounts, loan balances, and profitability.• Led month-end financial analysis on cardholder spending, revolve and payment rates, and delinquency trends, providing insights to optimize revenue and cash flow.• Partnered with teams across Controllership, Capital Markets, and Risk Management to manage vendor budgets, integrate cost of debt into forecasts, and ensure adequate reserves for potential losses.

Led the digital transformation of the Risk Solutions department, enhancing operational efficiency by 50%, reducing data entry 95% errors, and improving the quality of risk assessment surveys. Managed the successful sunset of legacy operational system and implemented of the LC360 platform. Partnered with technology leaders with the data integration between new platform, legacy system and corporate systems to ensure compliance with security protocols and continuous system access for over ten 3rd party vendors. Improved month-end reporting accuracy and efficiency by 65% by transitioning from Excel-based reports to MS Power BI to provide online reporting of key performance metrics to regional managers. Used MS Robotic Process Automation tools to increase the productivity of 10+ technical assistants by automating daily and quarterly recurring tasks. Also automated process to collect, aggregate, clean data from claims, underwriting and LC360 systems to complete states regulatory audit requests. Partnered with Vendor manager to distribute over 10,000 risk surveys to internal consultants and 3rd party vendors across the country.

Segment Financial Officer, Commercial Inland Marine and Hanover Specialty Industrial• Collaborated with the president of business units to achieve long-term profitable growth by driving strategic, operational, and financial objectives.• Led the monthly analysis and distribution of operational results to field teams, providing financial guidance to senior management to ensure revenue and profit targets were met.• Managed the annual and mid-year financial forecasting and operating planning process for a $215 million business unit.• Conducted monthly expense analysis, ensuring direct expenses aligned with expectations and that indirect expenses were appropriately allocated to the business unit.• Collaborated with Actuarial, Reserving, and Claim departments to analyze balance sheet risk and ensure adequate funding for unplanned revenue shortfalls, losses, and catastrophes.• Partnered with Human Resources and senior management to develop staffing strategies that optimized revenue, maintained a high-performance culture, and met expense commitments.• Transformed monthly reporting from Excel-based systems to interactive dashboards using Microsoft PowerBI, which enhanced analytical capabilities and enabled Wi-Fi access to reports across multiple devices.Segment Financial Officer, Personal Lines• Managed the growth and profitability of a $1.5 billion operating segment covering nine states.• Led the monthly financial reporting process, analyzing key drivers such as new business, customer retention, expenses, and profitability variances.• Partnered with product managers to align strategic goals, plan assumptions, and monthly financial objectives, driving the success of critical initiatives.• Facilitated the integrated financial planning process by coordinating the use of planning tools across various functional business areas.

During my five years with Travelers Personal Lines division, my responsibilities as a Managing Director included build-out of their Pricing and Product Development Program that resulted in increased productivity and improved team performance through the implementation of a recruitment, talent management process and a quality and assurance program strategies. I also lead the departments $4 million annual and quarterly budget planning, reforecast and consolidation process. During this process I successfully partnered with human resources and senior management on census and compensation planning to meet future resource needs. Additional, as a Market Director for the Midwest Region, I increased new customer growth and retention of existing customers through pricing execution of our legacy and multivariate auto and home products. Also, I managed a $400 million strategic and financial planning process for nine states through collaboration with Product Managers, Sales Management, Regional Financial Officers and Risk Management partners. As the Personal Lines, Director of the Financial Planning and Analysis, my team was responsible for improving the $7 billion countrywide financial (pricing, product, sales, and expenses) planning process. Our critical task was to stabilize an Access based planning tool while researching and eventually implementing a new $0.5MM TM1 multi-dimensional planning system.

At The Hartford my role as Director of Business Development in the Personal Lines US Division included• Improving performance of online new business growth and retention programs. Tasks included negotiating lower internet, printing, and postage contract costs. • Charged with improving solicitation materials and collateral, customer website interfaces. • Developed business case to highlight the financial benefits of expanding a proprietary product into an additional distribution channel.• Managed $2 million business development programs that included creating budget format, analysis of monthly variances, scenario planning and forecasting. • Developed strategic business solutions to prevent further loss of market share of an $800 million business segment.• Negotiated contract terms and cost structure for vendor contracts valued at $2 million and generated over $1 million in cost savings.Additionally, as the Director of Strategic Analysis my responsibilities included:• Leading the strategic planning process by coordinating with Marketing, Product Management, Financial and Call Center senior leadership team. • Completed various strategic and competitor analysis, and presented results using various strategic frameworks.• Managed three-year Strategic and Operating Plan process for $3 billion division and presented plans to senior leadership team for approval. • Conducted competitive gap analysis through environmental scans, value proposition mapping, and capability assessment. • Oversaw a seven member cross-functional operational planning team in the development of baseline financials, valuation of capital projects, and assumptions used for strategic initiatives. • Developed strategic options and financial analysis to disinvest a $180 million business unit.

After completing the loan underwriting, risk and credit management training program at Wells Fargo, I worked as a relationship manager where my responsibilities included:• Underwriting recourse and non-recourse commercial real estate loans from $20 - $200 million.• Presenting loan memorandums to credit committee for approval. The memorandums included identification of key credit issues, borrower strategic and operating plan risk assessment, industry market supply and absorption analysis, loan structure, policy exception, and loan covenant rationale, historical financial performance analysis, and repayment source analysis.• Performing quarterly and annual loan covenant compliance analysis that included borrower portfolio cash flow and collateral value reviews analysis. • Participating in making sales calls to increase account business and build relationships with potential borrowers to generate new loan business.• Evaluating real estate borrower portfolio to determine its existing cash flow, ability to meet loan covenants, lease analysis and partner risk.