CORPORATE PROFILE: A $54B Insurance, Investments, & Retirement company with 41K employees. RESPONSIBILITY PROFILE: I reported to the SVP/Controller with a ~$3M OPEX and 15 employees with two direct. I was responsible for leading a multi-year initiative to re-envision end-to-end forecasting, including strategy formation, organizational goal alignment, stakeholder collaboration, and C-Suite communications. Additionally, I established/empowered cross-functional Agile teams to identify/prioritize transformation opportunities that promote streamlined, agile, and customer-centric experiences. Finally, I monitored progress to identify/mitigate risks, implemented change management strategies to secure buy-in, and leveraged emerging technologies/industry trends to foster a culture of continuous improvement and innovation.ACHIEVED IN THIS ROLEINTERDEPARTMENTAL COLLABORATION / FORECASTING / VENDOR SELECTION / INSIGHTS• Inefficient forecasting and disparate modeling systems frustrated decision-makers and forecast providers. I was charged by the EVP/CFO to deliver meaningful remediations after previous efforts had failed. To accomplish this, I assembled the C-suite/stakeholders to assess needs/processes, interviewed peer companies, launched an Agile team to address priorities, and constructed an MVP aligned with the vendor. This tool is currently being implemented, is expected to accelerate speed-to-insight via dynamic modeling, and is slated to be scaled more broadly across the enterprise.

CFO EXECUTIVE GROUP PROFILE: A department with ~1,000 employees and 7 direct reports to the CFO. Oversee all global financial operations, including financial planning, reporting, investor relations, treasury, tax, corporate development, actuarial, and all finance transformation activities. RESPONSIBILITY PROFILE: I reported to the EVP/CFO with a ~$2M OPEX and two employees with one direct. I maintained responsibility for transformations designed to embed emerging technologies, optimize operating models, and accelerate speed to insight for decision-makers. I collaborated with the CFO and the Finance ELT to maximize opportunities, gather requirements, identify gaps, and develop comprehensive strategies. With this, I enhanced progress visibility, recommended risk resolutions, reduced organizational costs, and rationalized reporting demands. I also partnered with strategic service/sourcing providers to assess readiness and expand operations.ACHIEVED IN THIS ROLEPROFIT OPTIMIZATION / COST REDUCTION / REPORTING & ANALYTICS / STRATEGIC PLANNING• Finance sought to reduce costs through transformations but lacked strong controls/leadership. I was recruited by the EVP/CFO to evaluate objective feasibility through a $750M enterprise-wide transformation. Within 30 days, I consolidated/analyzed targets, collaborated with the CFO Executive Team to validate/challenge opportunities, determined external sourcing provider commitment, and launched a real-time reporting dashboard under accelerated timelines. This improved transformation confidence, enhanced controls, innovated reporting, and identified a multimillion-dollar target shortfall, causing CFO goal reprioritization.

PGIM QUANTITATIVE SOLUTIONS PROFILE: A $95B AUM Investment Management Subsidiary with ~300 employees. RESPONSIBILITY PROFILE: I reported to the COO, PQS with a $3M OPEX and 20 employees with three direct and was responsible for all Finance and Accounting functions of the PQS business, including controls, forecasting, reporting, capital/compensation planning, pricing, and transaction support. I partnered with the ELT (CEO/COO/Chief Investment Officer/Head of Sales) to create strategic plans, strategize budgets, and supply/advise decision-makers with data-driven insights and financial implications. Furthermore, I developed a high-performance team by continuously assessing skill sets and championing an inclusive culture.ACHIEVED IN THIS ROLEEMPLOYEE ENGAGEMENT / RESTRUCTURING / TEAM COACHING / HIPO TALENT IDENTIFICATION• I discovered demands outpaced Finance capacity and skill sets, hindering engagement and insights. I then sought to restore CEO confidence by restructuring the organization, first interviewing stakeholders to understand needs/identify service gaps. I navigated cost constraints to convert rotational positions to FTEs, added new roles with realigned responsibilities, and held regular touchpoints. These actions expanded the organization by 40%, improved employee engagement scores by 78% in one year (compared to 2% increase company-wide), increased business unit leader faith, and enabled VP-level promotions for HiPo talent.

ACHIEVMENTS CONTINUEDACQUISITION INTEGRATION / BALANCE SHEET• Following the acquisition of the UK-based Wadhwani Asset Management, I was chosen by the CEO to integrate the Finance team and translate structures. I developed a standalone reporting construct with earn-out arrangements/noise segregation, created opening balance sheet valuations, cultivated relationships through onsite communications, remediated gaps, and migrated accounting tools. This fully integrated Wadhwani exposed PGIM to complementary industry-leading products with expanded global reach, improved performance visibility, and influenced pricing/structures for future M&As.

US & INTERNATIONAL BUSINESSES FINANCE PROFILE: A department with ~400 employees. Overseeing financial operations of the US and International businesses, including financial forecasting, management reporting, and analytics. Supported the CFO and COO in business strategy execution. RESPONSIBILITY PROFILE: I reported to the SVP/CFO of US & International Businesses with a $3M OPEX and 17 employees with three direct. I was responsible for providing financial planning, forecasting, management reporting, and analytical insights to the CFO and US/International COOs. Additionally, I supported the CFO by serving as the Chief of Staff for a 1,000-employee team dispersed across 17 countries, collaborating on initiative planning/thought leadership, and improving performance visibility. I collaborated with US/International COOs to prepare quarterly earnings calls and analyst/investor meetings while establishing an impactful FP&A team founded on data-driven insights and collaboration.ACHIEVED IN THIS ROLEREPORTING & ANALYTICS / OPERATIONAL OPTIMIZATION / EXECUTIVE ADVISORY• The CFO was unsatisfied with team insights as they inhibited COO decision-making. I was promoted by the CFO to elevate analysis quality. Within 6 months, I evaluated all management reports, assessed CFO/COO needs, developed a new reporting/analytical framework, eliminated non-value-added reports, and established a culture of systematic anticipation. This delivered a robust management reporting structure of materials that informed executive strategies. This repeated Best Practice increased performance transparency and reduced reporting cycle times by three days, freeing capacity & maneuvering focus to higher value-add activities.

ACHIEVEMENTS CONTINUED RECRUITING & MENTORING / HIPO TALENT IDENTIFICATION / MENTORING / SUCCESSION PLANNING• Seeking to secure talent from elite programs selected by the SVP/CFO, US Businesses to serve on the MBA Rotation Program Governance Board. I shaped program directions/compensation structures/rotation experiences. Moreover, I sourced HiPo talent through on-campus screening/interviews, participated in events/presentations, and personally mentored 10 employees. This established a highly competitive program that increased candidate applications, achieved ~70% talent retention, and produced seven high-performing Finance VPs over the following six years.

US BUSINESSES FINANCE PROFILE: A department with ~300 employees. Overseeing financial operations of the US businesses, including financial forecasting, management reporting and analytics. Provided strategic support to the CFO and COO throughout business strategy execution. RESPONSIBILITY PROFILE: I reported to the SVP/CFO, US Businesses with a $2M OPEX and 10 employees with two direct and was responsible for leading insight generation and other financial functions to influence CFO/COO decisions. I also collaborated with the US CFO on critical project development/execution, partnered with the US COO to prepare quarterly earnings calls and analyst/investor meetings, and paired with BU Finance teams/CFOs to continuously identify areas of more profound analytical opportunities.ACHIEVED IN THIS ROLEFINANCE STRATEGY / PRESENTATION DEVELOPMENT / TESTING & VALIDATION• The division lacked objective finance-driven business portfolio assessments. I was tasked by the SVP/CFO to create evaluations for current/future health. To achieve this, I promoted shared team ownership aligned on crucial dimensions, developed a grading scale, and interviewed each Business CFO to gather viewpoints. Within 90 days, these actions culminated in a “best-in-class” 25-page presentation with actionable recommendations to the EVP/COO that validated current operations. This became a duplicated Best Practice, and my role was expanded to oversee FP&A for US and International Businesses.DUE DILIGENCE / MERGERS & ACQUISITIONS• The company had an opportunity to acquire a FinTech startup, but due diligence processes first needed to adapt to an untested market. I was entrusted by the SVP/CFO to validate/challenge/test assessments for target capabilities, test assumptions, and collaborate cross-functionally to develop a business finance case under consolidated timelines.

ACHIEVEMENTS CONTINUED I coordinated internal/external teams to value the opportunity, created a ground-up financial model, and presented observations to the ELT. Within 90 days, these efforts enabled an offer within acceptable risk/return limits, and the company avoided an acquisition that was not accretive to valuation.TEAM LEADERSHIP & COACHING / TURNAROUND / TRAINING & DEVELOPMENT• Individual performance of the Consolidated FP&A team fell short of CFO expectations. I was charged by the SVP/CFO to build a highly productive organization with increased capacity. Leading this, I established one-on-ones with direct reports/dotted lines, assessed strengths to update operating structures, engaged the team on challenging development opportunities with high business impact, and raised executive exposure for all team members. The team became a premier location for HiPo talent with bolstered confidence, with 90% receiving promotions and three now at VP rank.

INDIVIDUAL LIFE INSURANCE PROFILE: A department with ~50 employees. Overseeing all facets of the Individual Life business's financial reporting, forecasting, and capital management. RESPONSIBILITY PROFILE: I reported to the CFO, Individual Life Business with a ~$1M OPEX and seven employees with two direct. I was responsible for producing timely business short-/long-range GAAP, statutory, and taxable income forecasts with supporting analytics. Furthermore, I partnered with Actuarial, Tax, Asset-Liability Management, and other business partners to develop multi-year forecasts. I continuously challenged assumptions/outcomes to directly link key drivers with future performance, business trajectories, risks, and sensitivities.

Oversaw all aspects of the FP&A function for the Group Insurance business, including GAAP, Stat, Taxable income, capital and competitor analysis.