In this role, I align client strategy with tactical business practices, learning from data, artificial intelligence, and machine learning. I create functional business management and process governance practices through buy-in from executive leadership, leading to broad organizational change. Additionally, I provide wide breadth of consulting services across organizations spanning Supply Chain, Marketing, Sales, Customer Experience, and Operations.

As a Senior Consultant, I consulted both private and governmental clients to develop and implement operational, financial, and strategic plans. I also provided financial modelling and qualitative analysis across a wide breadth of industries, supporting firm's analytics needs.Some of my key achievements include:• Oversaw development of 5-year strategic plan for largest state technical school including leader accountabilities and tactical objective implementation plans.• Co-led strategic planning to transform $20M business, setting up framework to grow revenue by 15% over the next 3 years and into adjacent markets for new growth over the next 10 years.

In this role, I directed the Business Process Analyst team, supporting enterprise workforce planning, LEAN project implementation and strategy, as well as root cause analysis for deep-dive insights. I championed process improvement and change management activities. I directed demand forecasting, strategic planning, and capacity management, and provided quantitative analyses for financial modelling and budgeting. By leveraging analytics across process improvement, data models, and reporting systems, I strategically attacked inefficiencies and waste. Partnering with executive team members, I modified modify staffing models and organizational charts, approved schedule changes, and monitored position targets. I remotely managed 20 associates on Enterprise Business Process Analyst Team, with members in San Diego, Orange County, Phoenix, Las Vegas, Oklahoma City, Omaha, Pensacola, Hampton Roads, and Providence.My key accomplishments include:• Improved NPS by 88%, reduced repeat calls by 28%, and cut overtime expenses by 58% through development of new workforce demand model.• Added 12% additional capacity during peak seasons, achieving cost savings of $60M per annum by collaborating with regional leaders to formulate vendor strategies for workforce stability, improving customer experience.

As a Senior Regional Manager, I provided business strategy, program management, and financial leadership for the Regional Operations Team. I led initiatives and key projects supporting supervision and management of 1000+ employees, along with vendor field technicians and support members. I ensured that daily KPIs and client satisfaction quotas were met through demand forecasting and capacity management. Developed business insights to improve process efficiencies. I directly managed Routing, Capacity, and Analytics teams with nine direct reports. Additionally, I also led larger team of 756 with supervisory support of 550+ associates in a matrix organization.My key achievements in this role include:• Decreased field operating costs by 4% through customer churn reduction and efficiency strategies, identified through value-stream mapping to improve customer experience.• Doubled key customer experience KPIs by identifying and expanding industry-wide best practices and standard operating procedures.• Delivered 16% reduction in operating expenses after Commercial Operations process transformation and improvement project.

Recognized for excellence in the classroom as a facilitator in the John Sperling Graduate School of Business. Incorporates “Good to Great” content with simulations, case studies and benchmarking. Career counselor and advisor for business students. Course list includes; • MBA503-Intro to Finance and Accounting • MBA550-Resource Optimization• MBA580-Strategies for Competitive Advantage• MBA590-Strategic Implementation and Alignment• FIN370 - Finance for Business• ECO365-Principles of Macroeconomics

As the Director of Finance, I functioned as Financial Planning & Analysis leader, responsible for revenue, OPEX, and capital across $550M department. I delivered executive support and supervision for over 600 employees, serving 200 franchises across four states. I analyzed and presented budgetary reviews, financial analysis, and modelling for IRR and NPV capital investments to key stakeholders and C-Suite executives. Additionally, I championed variance analyses, KPI goals, business case development, and regulatory impact analysis. As a senior leader in the organization, I supported training for Administrative Teams and Functional Managers for Facilities, Supply Chain, and fleet of 400+ vehicles.My key accomplishments include the following:• Key Finance leader for $400M capital construction project, spanning three years with the objective of rebuilding broadband systems across 43 locations.• Reduced expenditures by $3M through establishment of capital equipment demand model.• Successfully negotiated with vendors and mapped process improvement strategies and workflows for Supply Chain and Engineering Teams, saving another $2M per annum.• Acted as Change Ambassador for Cornerstone Project, leading account conversion from JD Edwards to Oracle.