Responsible for GE Healthcare’s $3B cash flow, focused on FP&A and optimizing working capital. Lead team of 10+ employees focused on FP&A, working capital improvement initiatives, and managing customer credit risk. Regular interaction with all business unit CFOs. ✳ Delivered significant annual savings by exiting high cost and operationally complex accounts receivable factoring programs through methodical evaluation. ✳ Executed billing quality initiative, resulting in reduction in billing disputes and multimillion dollar cash acceleration. ✳ Led successful strategic outsourcing of accounts receivable center of excellence, establishing clear governance and operating metrics.✳ Revamped FP&A processes to better capture operational drivers of cash flows. Built digitized dashboards to drive efficiency and visibility of metrics. ✳ Built first ever global credit policy to improve credit risk controls and enhance the quality of the accounts receivables portfolio.

Initially started as Americas CFO. Role expanded to cover Global commercial activities. Finance leader for GE Healthcare’s software business (enterprise imaging, value-based care), with $1B+ in revenue. Led team of 20 employees responsible for all customer facing financial activity: sales, professional services, and customer support. Reported to business CFO and chief commercial officer. ✳ Exceeded growth targets by optimizing sales incentive plans and leading brand-new pricing program for strategic customers/deals; resulted in orders and revenue growth and exceeding operating plan for first time in many years.✳ Enhanced recurring revenue analytics and operational actions, implementation of price increase, new promotions for non-contract customers, and championed new customer-initiated termination process for increased visibility and proactive action. ✳ Boosted profitability – led comprehensive evaluation of go-to market strategy, competitiveness, financial viability across ~15 countries. Identified multimillion-dollar profit accretion over 3 years through tailored country-specific strategy and more efficient cost structure.

Directed financial planning and analysis of GE Capital’s $100B global cash position, $200B+ debt funding and interest expense and Corporate Treasury operating expenses. Led a team of 15 employees focused on optimizing the debt funding and liquidity portfolio and providing business units with cost of funds for its deal pricing. Played a key role in GE Capital exit strategy (sale of ~75% of assets), providing financial leadership over capital markets transactions (debt exchange, liability management actions) and liquidity optimization. Led presentations and reporting for monthly GE Capital Board of Directors and GE Risk Committee meetings for GE’s Treasurer, weekly reviews with GE Capital CEO and staff. Prepared earnings material (e.g. presentations, Q&A) for Investor Relations. Supported GE's Treasurer and reported into GE Treasury CFO. Worked with Treasurer’s staff on all financial matters and with business CFOs and Treasury teams on pricing. ✳ Led critical and complex financial analysis of one of the largest U.S. Corporate debt exchanges ever completed, supporting accurate P&L and cash planning, and execution of multibillion-dollar asset/liability management (ALM) actions (reduction of excess debt funding). Completed analysis of debt structure and repatriations, which served as critical inputs into capital levels, tax basis, successful formation of foreign holding company.✳ Implemented cost of funds changes, aligning businesses to market-based pricing, which facilitated review of true profitability and competitor benchmarking. ✳ Operationalized headcount and contractor dashboard for leadership to ensure functional visibility to cost targets and capture attrition themes to avoid unwanted attrition in cost cutting environment.✳ Effectively mobilized team around revised set of priorities given new GE Capital strategy, and maintained positive team dynamics with limited undesired attrition.

Led all Treasury workstreams for GE Capital’s Recovery and Resolution Planning, which was new regulation required for GE Capital as a “systemically important financial institution” under the Dodd-Frank Act. The goal was to determine the company’s strategy for rapid and orderly resolution in the event of material financial distress (i.e. creation of Living Will to avoid the fate of Lehman Brothers). Owned the strategic analysis for funding, liquidity, hedging, and cash management. Reported to Treasury CFO and COO; worked closely with GE Treasurer, staff and their teams. Key member of regular report-outs to Federal Reserve/FDIC and GE Capital senior management.✳ Successfully completed GE Capital’s first ever Resolution Plan, evaluating all Treasury services and material legal entities, influencing contribution across 60+ Treasury individuals, all while ensuring thoughtful analysis and communication. Among select few who presented the Resolution Plan to the Federal Reserve in New York City. The success of the effort was recognized through a satisfactory review from the regulators and a GE Capital CEO award.✳ Expanded the scope of the project to materially simplify intercompany funding (how debt funding is raised and cash is transferred to business units in a tax and operationally efficient manner). This effort significantly reduced operational complexity and allowed for more flexibility (e.g. cash repatriation), including a reduction of many legal entities, intercompany loans, derivatives. The success of the project was also recognized through a GE Capital CEO award.

Financial leadership for GE’s information technology (IT) function, reporting into GE’s Corporate CFO and GE's CIO. Managed a team of 20 employees focused on financial planning, controllership, strategic initiatives with monthly report outs to GE CIO and GE FP&A Leader. Directed long-range planning, regular financial estimates, reporting of results vs. plan. Directly oversaw shared services budget of $1B+ in annual spend. ✳ Initially focused on IT, role expanded to also serve as finance leader for lean six-sigma initiatives across GE and ownership of the Licensing business. Reviewed lean projects with GE CFO during multiple sessions, work resulted in a summary that was shared with investors as part of GE’s earnings presentation.✳ Delivered multimillion-dollar savings to budget. Partnered on strategic vendor negotiations to optimize financial results and productivity programs across all functions. Significantly enhanced reporting to GE CIO, adapting detailed financials to strategic scorecard and building out first-time analysis of global unit cost productivity to enable cost out.✳ Drove GE-wide purchase order approval simplification, realized significant productivity (e.g. from 5+ approvers to 2); results presented by CIO at Corporate Executive Council (GE’s most senior leaders).✳ Led financial workstream for IT strategy reviews, covering GE’s IT spend, returns, and market benchmarking. Presented insights and initiatives to GE CEO.

Accepted into GE’s prestigious Corporate Audit Staff. Joined as associate and promoted twice to Audit Manager, then to Senior Audit Manager. Managed teams of 20+ resources. Led financial audits, business process reviews, and strategic projects which included three different assignments each year over a total of four years. Completed reviews in GE Capital, GE Healthcare, GE Aviation, and NBC. Experience resulted in significant exposure to different business models, accounting and finance fundamentals, interaction with GE’s most senior leaders, and leadership/management opportunity early in career.✳ Built effective team environment across challenging and global businesses; helped develop ~15 auditors to audit manager/senior audit manager promotions. ✳ Developed specialized expertise in reserves and valuations; tailored audit risk assessments to unique areas and approaches not previously utilized. Efforts commonly resulted in businesses seeking to incorporate audit work into their standard processes.✳ Leveraged effective communication approach to enable buy-in on audit work and recommendations. ✳ Managed identification and closure of significant P&L audit adjustments, ensuring GE’s financials were fairly stated.

The Information Management Leadership Program (IMLP) is an intensive two-year entry-level program spanning four diverse rotational assignments across multiple business units. IMLP combines coursework, intensive job assignments and interactive seminars to equip members with exceptional technical, financial and business skills. The program is led by senior GE professionals and mentors and is committed to developing world-class leaders.