Responsible and accountable for developing and implementing the strategic vision of the Seton Hall University Buccino Leadership Institute. Lead this selective, award-winning, and nationally recognized undergraduate and executive education leadership development program. Work across all academic disciplines to partner with faculty and staff to enhance the experiential learning experience for students and participants. Oversee the development and implementation of the Institute’s Executive Development Program as an exemplary model of outstanding executive development and as a source of financial support to the Institute and Seton Hall University.

Provided strategic and financial consultation and project management leadership to organizations. Worked with senior leaders of organizations to design growth strategies, create new operating plans, and structure due diligence and new customer acquisition plans.

Led an independent charter high school through a transformation into a college preparatory school.

Bard High School Early College NetworkOversee all finance, human resources, operations, and strategy for the network. Provide strategic direction for network expansion and manage aspects of the public/private partnership with school district and municipal government leadership teams.

Provide leadership for all business development and operations for the Institute of Student Achievement (ISA), a non-profit organization that creates improvement and builds capacity for under-performing high schools, charter schools, and public school districts. In addition, provide oversight for program and financial management. Partner with broader ETS organization and external strategic partners for new product development solutions and to restructure operations. •Designed corporate and programmatic strategy for the organization. Created the five-year strategic operating plan for the organization. Plan was adopted by the ISA Advisory Board (September 2013).•Expanded awareness of the organization and its brand; completely revised the “company pitch” to clearly articulate the offering and value proposition.•Developed a pipeline of new revenue opportunities, both within the current ISA footprint and in new markets across the country ($6MM).•Served as lead financial manager for the division. Restructured protocols to significantly improve cash flow, and improved forecasting and budgeting processes.•Managed final stages of acquisition integration processes including, but not limited to, operational technology, account management, and brand management.

Provide leadership for an internal consulting team tasked with high-profile projects sponsored by the President, Chief Operating Officer, and the Senior Operating Team members. Work across multiple disciplines to determine the most appropriate business unit strategies and develop effective growth, restructuring, or innovation plans. Lead project teams in the delivery of high quality, fact-based analysis to drive decision-making.• Advised COO and SVP on district reform methodologies, charter school entry and related analyses. Business plan for educational reform efforts were implemented; new middle and senior high schools in the Mid-Atlantic region were launched.• Led an enterprise-wide US Latino Strategy focused on growing college degree attainment and closing the achievement gaps. Core strategy was accepted by senior leadership and operational plan in the process of being implemented.• Developed the business case and long-term expansion strategy for our International division. Designed the tactical plan to implement business case. Business case is now being implemented with revenue growth opportunities of 260%.• Led study to understand digital testing and learning opportunities and related required corporate capabilities. Project resulted in development of new incubation team and innovation funding.• Led Phase I study of the Latin American region to determine growth opportunities and operational restructuring needs. Identified over 150% of revenue growth opportunities. Recognized by Company Leadership for results.• Advised President on a strategic partnership opportunity with a prominent educational start-up organization. Conducted preliminary partnership due diligence; structured the partnership framework.

Tasked with the development and growth of the firm’s management consulting practice for the P&C, Life, Health, and Wealth Management industries. Developed new product offerings, approach methodologies, business plans and collateral material for the insurance market. Managed all facets of business strategy and IT client engagements. • Created the go-to-market business plan for insurance management consulting – plan was implemented prior to acquisition by Capgemini.• Created management consulting engagement pipeline potential of $4.7M within a span of six months of commencing product and business development activities.• Provided leading practice advice and business case to enhance a top 10 insurance carrier’s sales metric and reporting capabilities – client approved the business case and moved towards a proof-of-concept implementation phase.

Managed a team of internal strategy consultants engaged in analysis of critical issues that impact core global business strategies for three major business units within American Express.• Led the concept development and execution of project-based studies regarding global merchant coverage issues (e.g., resolving merchant attrition, developing customer loyalty framework and marketing segmentation strategy, developing new business model implementation and business process outsourcing strategies) which led to the development and implementation of new acquisition models and additional investment funding to pursue proposed solutions.• Project leader for in-depth competitive analysis study which was accepted by Group’s President resulting in additional funding focused on competitive intelligence. • Devised an in-depth business case for commencing strategic partnerships within the payments marketplace which was approved resulting in additional follow-on consulting work.• Created efficiencies and improved the quality of work delivered from a program management office responsible for managing strategic planning, performance scorecard development and analysis for three global business units. Improvements were implemented by Group President and the corporate planning team.

Presided over all key management processes within the global technology and information management executive office. Provided strategic consultation and implementation assistance to the CIO. Liaised with Chairman’s office on a variety of management issues. Member of the American Express Technology leadership team.• Supported the relationship development and evaluation efforts of the largest IT operations outsourcing deal within the U.S.• Led project to redesign and implement a goal/metric analysis process for the worldwide technology leadership team.• Managed and facilitated all aspects of the CIO’s executive staff meetings and liaised with various American Express global executive leadership teams to effectively manage the day-to-day execution of corporate and technology-wide goals with frequent interactions with the CEO and CFO.

Finance relationship leader for the Interactive Travel and Global Supplier Relations divisions. Provided strategic financial consultation on critical performance metrics and competitive market factors. Oversaw the end-to-end financial management of the divisions’ P&L’s. Led the budgeting and annual plan process for a $400 Million revenue organization.• Developed profit margin and sensitivity analysis. Designed impact analysis regarding short and long term competitive scenarios for e-travel which was used to structure the turnaround/re-launch of the interactive business.• Managed and led team of managers and analysts – enabled promotions for several of these direct reports.• Developed and implemented global internet plan that defined divisions’ e-servicing strategy, designed new revenue stream initiatives, analyzed strategic reengineering opportunities.

Worked with senior executives of Fortune 500 Property/Casualty and Life insurance and financial services companies to develop enterprise-wide and business unit strategies. Provided analytical structure to critical client business and e-commerce issues. • Corporate Strategy (Value Creation Study) - Large Property/Casualty Insurance CompanyDesigned a multi-channel distribution-operating model. Analyzed internet distribution channel alternatives. Client implemented new business model strategy and adopted recommended organizational structure changes.• Corporate Strategy (Cost Efficiency Study) – Large Property/Casualty Insurance CompanyStructured segmentation analysis of client’s book of business to better analyze key expense drivers. Proposed high-level business case for consolidation of field and home office operations.• Business Unit Strategy (Direct Marketing Effectiveness Study) - Large Diversified Insurance Company Developed model for analyzing the benefits derived from the implementation of direct marketing/ relationship marketing technology. Model is now used by client to conduct investment optimization analysis on all technology projects. Independently led this project with frequent interaction with client’s Chief Marketing Officer.

Managed a portfolio of accounts (15% of department’s volume) for one of the firm’s largest commercial underwriting profit centers. Managed the marketing and sales relationship with national and regional commercial insurance agencies. Developed and implemented new business acquisition strategies. • Exceeded profit/loss, and new business growth and client retention goals for my portfolio of accounts. • Implemented business improvement process of large regional insurance brokerage. Process resulted in a 17% growth in overall profitability within a nine month span. • Designed and led a study, for the Global Head of Marketing, on ways to successfully enter alternative domestic insurance markets. Senior management agreed to adopt our recommendations.