As SVP GM, I have complete P&L responsibility. I am accountable for setting strategic priorities and realizing execution of the plan overseeing a matrix organization of 475 FTE. The objective revolved around transforming this single-product business unit to address a number of fraud related market problems. At the time of TransUnion’s acquisition, this unit had revenues of $175M and EBITDA of 48%.• Transformed a business with a single product and revenues of $65M to realize a high-growth business unit with more than a half dozen solutions with revenues of $175M in four years. ARR grew in this same period at a 36% CAGR• Innovated six new solutions that addressed identity verification and fraud detection within digital and telephony channels of firms in the financial services, ecommerce, and healthcare sectors. These offerings drove organic growth of $70M in four years.• Expanded the sales organization resulting in bookings growth at a 22% CAGR for three years• Transformed the marketing and demand generation processes, resulting in 2X growth in marketing funnel opportunities with a 32% improvement in lead conversion.• Worked collaboratively with board and private equity partners to foster introductions with technology vendors that developed into strategic partners. These partnerships shortened ‘signature-to-revenue’ cycles by 40%.

As EVP Global Managing Director, I reported into Accuity’s CEO and had P&L responsibility of the three global business units. The general managers of these BUs reported into me. Aggregately, across these three BUs, I had a headcount of 750 FTE and 2017 revenues of $450M at an EBITDA of 43%.Significant achievements included:• Executed plan for growth of AML business through global expansion. From 2011 through 2017, revenues from the EMEA and APAC markets grew at a 30% CAGR.• Formed and then implemented strategic plan for the Payments business that revolved around new product innovation. From 2011 through 2017, four new Payment offerings were launched generating net revenues of $33M opening up key sectors including the single Euro payment area (SEPA) and multi-national corporates using SAP.• Turned around a languishing print-based business that had flat revenue growth and dilutive margins. This transformation resulted in developing a new digital platform, retooling the GTM teams, migrating customers, taking out costs, and changing the commercial models. After transforming, this business began to grow in low single digits with an EBITDA of 38%.

• P&L owner of this MBO spin-out with responsibility for an aggregate headcount of 230 FTE across product management, new markets development, global partnership management, supply chain, corporate development, M&A, and through the matrix organization drove go-to-market, sales, and revenue retention. • Grew the private equity owned Accuity from $134M to $225M by 2011, a CAGR of 11%. RELX acquired Accuity for $0.53B in autumn 2011. • Strong growth with EBITDA expansion to 43% was realized through a change of commercial models, a shift of selling teams toward 'hunting', and achievement of cost synergies from strategic acquisitions.• Led acquisition of 2 firms that contributed to the solution portfolio, delivered accretive revenue and new customers, and added team members.

• Led new product development as the Director of Innovation. During this span, I launched several new offerings that outstripped the investment business cases. • During my tenure, I added responsibilities for New Markets Development to catalyze the opening of go-to-market operations within Europe and Global Partnership Management to oversee the strategic value-added resellers. In the last two years of this tenure, the company realized double-digit growth rates in revenue.