Played a key role as a member of the deal team for the $1.7 billion sale of the company as well as a part of the transition team post-closing of the transaction.Led strategic initiatives in corporate development and financial planning & analysis to drive value. Served as key member of the executive deal team for acquisitions, divestitures and joint ventures; assessing financial forecasts of differing strategic scenarios, guiding due diligence, negotiating high stakes multi-million dollar contracts/purchase agreements and unwinding of divested companies from the parent’s centralized processes. Directed major hotel sales and casino closures including negotiating purchase agreements, ensuring smooth operations for the hand-off/closures and leading through influence as the executive sponsor to coordinate efforts of all functional areas of the company.

Expedited acquisition integration by developing a centralized sales forecast and facilitating an interactive process across the division to identify synergies.Broadened customer base by introducing a line of military products into previously untapped sectors. Enabled DRS to win a $20M contract for the 1st time sale of a new product line to the US Army.

Established the company’s process of identifying and pursuing targeted companies to support our strategic initiative for bolt-on acquisitions; crafted acquisition integration playbook.Identified and pursued acquisitions of select companies; led analysis of prospective acquisitions including financial valuation, market presence and due diligence efforts.Increased portfolio subsidiaries by 33% through 5 acquisitions (including 3 bolt-on companies) with total incremental revenues of $170M. All 5 presented new product/service opportunities to the company and were immediately accretive to free cash flow.

Kasten Group was a boutique investment bank that acquired companies with annual revenues of $5-$25 million. While an MBA intern at Kasten, researched targeted industries for potential acquisition targets. Performed financial valuation and deal structure.

Led 100 person team (supervisors, maintenance engineers and front line employees) in the operation of a 24-hour processing facility.Directed all operating activities, purchasing, inventory control, environmental compliance and $4M annual budget.Redesigned internal order fulfillment process, reducing annual costs by 20% and setting a 15-year low.Successfully turned around the profitability, customer satisfaction and employee retention of the facility by maximizing efficiencies through teamwork and optimal communications between shifts.

Managed customer relationships for 1,000 accounts representing $2.7M of annual revenues. Improved customer satisfaction resulting in a 95% contract renewal rate.Redesigned sales strategy resulting in improved consistent revenues for company’s previously underperforming new product line.Shared service department leadership and performance management of 30 salaried service/sales representatives.

Assumed responsibility for previously under-performing territory and achieved sales amounting to 115% of quota.

Served on launch team for new product offering resulting in $1M in annual revenues.