Provide hands-on corporate finance leadership, strategic planning, management consulting to executives & owners. Increased direct-to-consumer margins almost 25% while maintaining revenue growth rate for a national CPG brand through by repricing, reducing discounts and revising shipping policy Created detailed sales plan (by product and region) for a wine importer to grow revenues 50% in one year; supported with strategy to leverage most cost effective promotional and trade spend tactics Closed 6-month financial statement backlog in first 60 days for a beverage wholesaler, and re-engineered systems to accelerate monthly closings while also adding financial controls Led comprehensive budgeting overhauls and initiated new cash planning routines, then development of internal FP&A capabilities (designed new processes and roles, restructured and coached teams) for several clients  Implemented major revenue recognition changes (multiple clients) to improve GAAP Accounting compliance  Identified $275,000 in annual overcharges for a multi-unit restaurant operator; negotiated refunds, and devised new receiving processes to prevent additional over-payments Restructured a beverage manufacturer’s webstore, raising conversion rate nearly 50% despite price increases Advanced marketing strategies for multiple food & beverage companies: determined most compelling strengths vs. competition, created new brand positioning and tactical plan to incorporate those messages across all channels Repaired investor relationships for two clients to facilitate equity raises: restored confidence by upgrading financial plans, variance reporting and quarterly updates, then presented financing needs to investors Built custom decision support tools (e.g. B2B pricing models) as well as reporting dashboards  Developed business case for new operators seeking to enter cannabis industry

Turned-around coffee roaster with 10 retail units, a large wholesale division, and a rapidly growing online business. Led every store from consecutive months of year-over-year revenue losses over 10% to over 10% growth Reduced annual payroll $2,000,000 in 2019, despite minimum wage increase of 15% and addition of new location (eliminated corporate positions, revised store staffing structure and payrates) Decreased prime costs of cafes during the pandemic by modeling retail profitability (by store, by hour) at potential customer traffic levels and partnering with operations leadership team to rework staffing, purchasing Grew eCommerce sales over 300% (10x industry average) in the first quarter of the pandemic Created new marketing team; directed it to design and execute new multi-channel promotional strategies, including social media, revise product offering, update brand positioning, and reprice all products Outsourced production of a core product, significantly lowering costs while improving quality and consistency Initiated company’s first licensing agreement, yielding $200,000 in added annual revenues from an existing customer Transformed Finance & Accounting: directed construction of first 12-month cash forecast and 5-year financial plan, introduced ROI and scenario analysis to new store decision making, established new profit centers and revised all cost allocations and transfer pricing Built a “great place to work, for EVERYONE”: refined job descriptions, updated pay rates, upgraded performance management program, dramatically increased gender and racial diversity for all levels of management Raised over $1,800,000 in equity investment Achieved zero resignations of direct reports despite major reorganization of company leadership

Directed strategic planning projects to expand existing lending businesses and initiate new ones. Served as Deputy and Interim Chief of Staff for Commercial Banking President. Led multiple top-of-house functions. Recognized with award of excellence (given to 2% of employees) for creating models that described the primary bases of competition in commercial banking and how Capital One could capitalize on its positioning Developed strategies and risk management KPIs for REIT business, which facilitated President’s approval of expanding capital markets offering, and drove 67% average revenue growth in the following two years Re-engineered client engagement program that administrated $5M in assets annually; influenced brand executives to reverse recommendation to President, saving $1.6M while achieving same outcomes Led strategic due diligence on several acquisition targets and proactively constructed business development framework to prioritize allocation of resources Directed Commercial Banking partnership with corporate real estate group ‒ Designed and implemented new long-term budgeting process covering 3,000 employees across 90 properties and 10 business units, enabling exit from 8 locations in first year‒ Selected by CFO to screen business cases and approve associated spending requests  Created agendas for and improved several of President’s management routines, including annual 200-person leadership conference, monthly senior leadership team meetings, and market visits program Built Board of Directors presentations, working directly with CEO

Oversaw three departments (Cash Management, Payroll, Risk Management) for 55-unit fitness club/wellness company. Constructed integrated cash forecasting systems that lowered interest expense to 50% of budget, freed 40% of restricted cash, and allowed company to minimize new debt in $425M refinancing Developed company’s first international banking infrastructure and foreign currency hedging plan Designed and implemented insurance renewal strategy, cutting premiums despite increasing exposures, saving 40% on one policy by merely providing additional risk data to underwriting markets  Initiated end-to-end rebuild of payroll department, halving processing time while reducing error rate  Reduced credit card processing fees over 20% through rate reductions and internal improvements Prepared quarterly reports for Board of Directors, auditors, and private equity owners; worked directly with auditors to resolve inquires

Served as CFO: responsible for production of financial statements, accounts receivable/payable, payroll, and cash management for multi-city restaurant company; delivered financial planning and analysis, and enhanced budgeting. Created 6-week turnaround plan to reverse $1.5M operating loss by updating product mix according to profitability analysis, increasing focus on secondary channels, and exiting underperforming locations Built regression-driven forecasting and inventory management model that decreased food costs 23% Formulated strategies to drive beverage sales by closing gaps in offering and leveraging coffee program to grow off-peak traffic; followed through with successful promotions and line extensions Analyzed profit variances, identified opportunities, partnered with operations leadership to implement changes Led and restructured IT and HR departments, concurrent with oversight of Finance

Led restaurant turnaround, new restaurant opening, and implemented changes in other company units. Projected operating budget and devised original compensation plan for all service employees, reducing payroll expenses from previous company staffing model  Designed service program and staff structure for new, 200-seat restaurant; profitable in first 6 months, grossed $10M in first year, and earned service ratings 12% above company average Grew wine sales over 10% by introducing additional manager role in company’s flagship restaurant

Studied and learned operations of one of the world's most successful restaurant companies.

Managed cross-functional teams in the analysis of business problems and implementation of recommendations. Identified $100M of profit enhancement opportunities for a residential real estate owner/operator through statistical analysis (multivariate and non-linear regressions) Produced multiple valuation scenarios for a $100B client exploring divestiture of a $20B business unit  Created business plan, key risks analysis, and feasibility assessment for a Spanish media company that enabled successful entrance into a new industry segment Led national implementation of a customer relationship management system to over 100 sites  Re-engineered construction process and devised new metrics/incentives scheme for a commercial real estate company, which reduced downtime 20% Built pricing models for the Chicago Park District by segmenting customer base and estimating curriculum delivery costs, leading to an $8M budget savings while still fulfilling community service objectives Designed collaborative, data-driven pricing system that achieved 80% decline in order processing time