A trusted advisor to PE firms and portfolio companies, Stone Operations assists clients accelerate growth via cross-functional initiative execution, professional management, infrastructure development, and best practices application. • Established Stone Operations to leverage broad experience across a range of industries (wireless, entertainment, leisure, travel & tourism, fintech) at every stage of growth, from startups to the Fortune 100. Lead complex client engagements on aggressive timeframes, analyze operational data and financial statements to track the progress of business initiatives, and serve as the primary point of contact to coordinate multiple cross-functional stakeholders.• Execute a wide range of client engagements involving new portfolio company financial reporting, budgeting and performance management onboarding, add-on acquisition due diligence and integration, and providing support for various portfolio company operational initiatives with project management and analytics solutions.• Brandt Global Enterprises – Tallahassee, FL, Reporting Initiative Advisor (July 2022 – Present) – Leading a project activity metrics and reporting initiative to define, design, document, build, test, and launch a series of Tableau-based reports detailing the performance of a 100-person delivery organization comprised of 10 scrum teams supporting 15+ clients. • Selerix Systems – McKinney, TX, Sales Operations Advisor (October 2022 – April 2023) – Leading a sales reporting development initiative to help the company scale from $20M to $50M annual run-rate across 12 revenue lines and 3 channels. • doxo, Inc. – Seattle, WA, Interim Vice President of Operations (January – July 2022) – Assessed current operational capabilities and defined, documented, and proposed a series of initiatives to best utilize a $19M Series C funding round. Armed doxo with a strategy to scale growth and provided key information to pivot plans following the Q2 2022 economic shift.

• Served as Chief of Staff for the President of a $2B IT solutions provider, drove the transformation of legacy business processes, and guided cost-effective projects focused on delivering high levels of client satisfaction. Managed 4 direct reports, 443 US-based and offshore personnel, and an annual budget responsibility of $23.5M. • Created the Operations Business Analysis Team to develop and deliver Power BI-enabled KPI performance views across 10 teams. Centralized function replaced Excel-based information sharing with a single process that delivers trending views for 100+ key metrics (sales, margin, cost, unit volumes, etc.) weekly for all stakeholders.• Prepared annual budgets in complete alignment with strategic initiatives and set and monitored performance targets for the Marketing, Supply Chain, Warehousing, and Partner and Product Management functions. • Led an effort that re-vamped data entry and management processes and improved Marketing Development Funds (MDF) financial hygiene across multiple business functions. Centralized ERP entry and management activities to enhance data integrity and forward visibility. Since implementation, 100% of MDF activities now are closed before quarter-end, compared to a previous 30%, with proper matching of revenues to expenses. • Led the transformation of the Client Account Management (CAM) organization, responsible for providing support to Zones’ 65 largest customer accounts. Replaced an inefficient email-based support system, encompassing 1M+ annual messages, with a ServiceNow platform and digital workflows. Enabled process scalability, cross-trained teams, and ultimately reduced the headcount by 29% and captured $1.7M in savings.

• Led the launch of a web-based training library for private equity accounting solution customers to improve proficiency across the installed user base and minimize support requests in the face of rapid growth. Worked closely with PE fund clients and maintained oversight for a range of third-party vendor partners. • Established a secure client portal, led the creation of a library of 50 training videos to field frequently requested support topics, and greatly reduced the demands on Q-Biz support personnel. Guided communications and messaging to ensure the successful announcement and launch of the platform to 150 end users. • Headed crucial initiatives that improved data security protocols for housing sensitive investor information, maintained a positive client experience during the upgrade to a new software release, and provided data analysis to illustrate value delivery in support of client maintenance retainer discussions.

• Led a four-person FP&A team responsible for creating detailed monthly packages summarizing the performance of the $40B wireless carrier to majority stakeholder Deutsche Telekom (DT). Delivered regular presentations on net subscriber growth, EBITDA, and Operating Free Cash Flow vs. expectations to guide DT Controllership. • Led the transformation of the cash flow forecasting process from a centralized manual effort using spreadsheets to a fully digital platform utilized across the operation. Led a cross-functional team that evaluated and selected SAP as an implementation partner and built the case to request and successfully secure $1M in capital funding. • Headed the translation of the 2012 integrated financial plan from US GAAP to the IFRS accounting standard and aggregated multiple business cases to project total company financial performance through 2017.• Partnered with T-Mobile Corporate Strategy to develop five-year projections for US wireless subscribers and service revenue growth, which was utilized to frame the company's overall strategic plan. • Led annual impairment testing for a Puerto Rico-based business entity. Compared DCF-based valuations of goodwill and spectrum licenses to carrying values and presented findings to executives and external auditors.

• Led financial modeling and decision support analysis to guide strategic planning and drive future performance within the $150M film printing and digital post-production business units. Leveraged resources from across the organization and partnered with teams of up to 15 departmental stakeholders to carry out critical initiatives. • Developed and presented a financial model to the Division President that secured $25M in capital to build a new motion picture film printing lab and modernize the $75M net sales operation with 400 employees. • Served as a team member in the 2011 acquisition of LaserPacific Media Corporation. Created the financial deal model, contributed to the Investment Committee presentation, and evaluated deal points with legal counsel. • Guided key initiatives that included the development of the $80M services sales budget for 2012 and the re-design and launch of a new revenue forecasting process for the $30M Theatrical business. Created the business model to covert a major studio client from photochemical to digital processes and improved margins by $2M annually.

• Led cross-functional teams in the strategic and financial analysis of expansion opportunities at the Disneyland Resort. Evaluated potential capital investment plans that exceeded $100M, analyzed expansion options for visitor parking to accommodate 4 million vehicles annually, and delivered presentations on findings to senior executives.