After a 10 year journey at American Express, I am taking a few months off before looking at my next career move. The main goal is to decompress, find a few hobbies, and spend time with loved ones without distraction. I am open to good-fit consulting opportunities in any of my speciality areas.

In this role, I had strategic oversight of the Northeast Region of the Global Commercial Services Sales division for Small and Medium Enterprise. Our organization had ~40 individuals and drove ~$3B of customer spend acquisition annually, targeting both new business and expanding existing customer spend.I also managed a Sales Support sales of 5, responsible for improving the throughput of the individual contributors. In addition, I had 7 individual contributors report to me temporarily due to staffing shortages.My activities included:Developing customized sales reporting to drive performance planningSales leadership and individualized coachingSales strategy creation & rolloutProcess creation / improvement

AmEx Global Commercial Services provides a range payment solutions and expense management tools to help companies around the world manage almost all the facets of their business spending - from travel and meetings, to everyday office supplies and raw materials.In this role, I was responsible for uncovering new business opportunities in the Austin-metro area as well as consulting with existing customers to drive more value to their business.During my 5.5 years in this role, I drove an additional ~$11M of bottom line value to my customers and ~$8.5M of profit to American Express. From a sales quota perspective, I outperformed metrics annually: 150% (2017), 207% (2018), 160% (2019), 219% (2020), 228% (2021).I also spent time improving internal processes, mentoring both junior sales and New hires, and driving sales strategies for my immediate team and Sales region.

- Chief of staff capacity for the head of Global Commercial Payments, Middle Market Sales and Account Development- Project manager for the restructuring of a 500 person Sales and Account Management organization- Manage day-to-day responsibilities for SVP, ranging from yearly planning and strategic projects to communications and leadership requests; supported 2014 team results which were 112% to plan- Launched numerous enablement projects to drive efficiency of the Sales and Acccount Development teams

• Led a detailed analysis of the weekly and quarterly Sales Incentive audit processes for a global hospitality company, including current and future systems, team size and structure, and reporting complexity and timing• Identified time and resource savings for the weekly and quarterly processes which would allow for reporting to be delivered to the Sales Team 4 weeks earlier, reduce process steps by 60%, and cut 540 FTE hours (52%) • Led the implementation of proposed solutions to realize time and resource savings, creating a macro-based model that utilizes a mail merge to send individualized reports to members of the Sales Team

Managed a small Business Solutions & Analytics team which handled US Sales Incentive administration and reporting for the Global Corporate Payments organization of approximately 450 Sales People and Leaders, including:• Quarterly incentive payments, individually audited to meet Compliance standards• Monthly reporting to Senior Leadership, as well as individual members of the Sales Team and their Sales Leaders• Incentive plan adjustments for the following year based on Sales Leadership feedback, re-alignment with new Leadership goals, and analysis of current Incentive plan performance• Scorecard creation, administration, and quarterly incentive payments for Sales Vice Presidents, including yearly updates to goals in order to align with changes to Senior Leadership’s strategies• Management and tracking of the relationship and project progress between the internal Information Technology partner and the third-party consulting firm which supports and continually enhances the web-based Sales Incentives program• Communication and roll out of new incentive plans, documentation, FAQs, and performance calculators• Assisting in Sales Contest creation and leading contest administration and payments• Management and problem solving associated with policy changes which led to Sales Incentive system adjustment stemming from alignment with changing Compliance and Ethics standards• Ad hoc requests from Sales Leadership, the Sales Team, Human Resources, Finance, and Compliance • Led analysis to determine if the current structure of an organization proposed by a consulting group had the intended impact 3 years after implementation; also determined if current organizational structure needed an adjustment in headcount• Analyzed the current segmentation of sales business to determine if the current structure was appropriate given the growth and evolution of the business; assisted in the change management of altering the segmentation of the Sales organization

Segmentation: Involved in development and operationalization of segmentation to drive consistent focus on identifying and supporting new and top performing Representatives; now supporting implementation of strategies to adopt proven, effective behaviorsStore Management: Identified process, systems and organizational issues within the Global and Local Marketing organizations that have diminished store, product, and Representative productivity; resulted in the approval of improvement proposals for implementation in 2012 Long Range Business Review: Core member of both the Cost Reduction and Revenue Maximization work streams of Avon’s current Long Range Business Review (a fundamental reassessment of Avon’s business model, operating strategies, processes, systems and organizational structure), working in conjunction with McKinsey and CompanyService Model Transformation: Led project management of 17 cross functional workstreams requiring coordination and remediation before integration with $700M global SAP implementation to standardize, automate and reduce administration, and simplify and improve service levelsStrategic Support and Analysis:• Created framework and methodology to track Representative Earnings (critical KPI / decision making input not currently measured or tracked); Currently leading implementation of a pilot program for the U.K. and Mexico as well as an expanded solution for Avon’s Top 15 markets• Developed dashboard allowing senior leadership to easily track market-specific performance and leading indicators on a monthly basis to quickly identify key issues for further examination• Built a model to guide and prioritize Avon’s investments in New Markets, benchmarking target countries against existing Avon businesses using financial, market, developmental, and socioeconomic data• Provided fast-track strategic guidance and scenarios to address a major operational issue in Avon’s top market

In my tenure at Kline & Company, I was engaged on ~30 projects, regularly communicated with global clients, and helped develop and deliver effective client presentationsData Analysis, Modeling, and Forecasting- Created base oil pricing forecasts based on historical relationships of base oil grades to crude oil and vacuum gas oil; some models accounted for arbitrage shipping movements, affects of capacity utilization, and supply/demand factors- Developed a North American model for the current and future finished fuel additives market based on government statistics and research targeting different levels of the supply chain; model included sensitivity toggle for the clientBusiness Strategy- Provided a $350 billion client with insights into the future market for Energy Efficient lubricants and developed key success factors to help correct their current market position - Assisted a $70 million client with the development of a formal business plan to assess their current market position and the correct path forward for their businessMergers and Acquisitions, Financial Analysis- Constructed financial valuation models to develop Pro Forma statements and forecast future financials of the business to estimate a sale price for the company based on both EBITDA multiples and discounted cash flows- Participated in board-level workshops to discuss the current state of the business and future growth strategies to drive the board to a decision on whether or not to divest the companyBenchmarking - Led data collection and issue resolution for a benchmarking of 5 major North American lubricant companies starting in 2007 to benchmark finished products by product type, package size, and channel to market- Benchmarked revenues and COGS breakdown for specific SKUs in 4 different European countries. Determined trends based on geography, product type and package size to develop insights to help the client improve its supply chain and purchasing behaviors