- Chief Financial Officer of Commercial Product and Solutions Management; partner with Vice President and provide strategic financial guidance to build new innovative products that maximize Commercial value.- Lead a department of finance professionals aligned to a shared vision with deliberate focus on individualized talent development, including hiring new key members during buildout due to scope expansion.- Solution oriented intrapreneurial advisor to matrix business partners; ensure sound and profitable financial business cases for all new Commercial Products based on data driven decision points, with ultimate approval of cost/benefits throughout the Product gating management process (45+ product reviews / $400M+ revenue).- Direct and approve financial modeling and pricing negotiations with third party vendors and point solution providers; balance performance guarantees, payback periods, and rate schedules included in new products. - Financial accountability for $2.3B in annual direct SG&A (6k FTEs) and $4.8B+ in Operating Expenses for all of Commercial and provide leadership with actionable expense analytics; responsible for monthly reporting, budgeting and forecasting, and in-depth expense driver analysis including transfer pricing.- Establish enhanced reporting and insight into allocated expenses and pricing through partnership to allow better visibility and mutual alignment with Commercial objectives and expense trade-offs to support growth.- Lead the annual Commercial investment portfolio prioritization and submission; management and oversight for approved $270M+ annual capital IT spend for ongoing organizational wide initiatives, including continual reprioritization and benefit tradeoffs to maximize business return.

- Inaugural class graduate of the Aetna Experienced Financial Leadership Program- Led a team accounting professionals responsible for booking over $150M of annual traditional Commercial premium and adjustments (unearned premium, allowance for bad debts, experience rate refund liabilities, etc.), and properly attributing over $2.5B of fees and other revenue.- Created a high performing team of professionals: identified talent gaps, strategically recruited, developed, and promoted new high performing individuals, while focusing on continuous process improvement.- Proactive risk management to maintain a strong control environment of over $500M of gross balance sheet accounts; assessed and enhanced controls for high risk processes across the department.- Built an enhanced suite of reporting which allowed for mid-close analytics and better engagement with business partners through early identification of accounting adjustments, and effectively communicated the P&L impacts.- Chair of the Finance Onboarding & Development Committee charged with defining success metrics and executing based on the CFO’s vision through: Aspiring Leaders Conference (250+ attendees), development events, dynamic training tools, and onboarding enhancements for roughly 500+ annual job changes and hires.

- Managed a team of finance professionals responsible for creating, consolidating, and producing monthly financial reports, crafting executive commentary, and completing the membership roll-forwards.- Proactively developed new reporting and management exhibits to effectively capture business drivers and market hot-spots from market teams; provided monthly executive summary to business CFO that articulated the business drivers for over $1B of annual earnings.- Drove process improvements within membership process; coached employee to identify and eliminate 40 hours per month which was realigned to enhance analytics and process controls.- Enhanced analytical reports for market leadership by creating membership cohort reporting, which highlighted areas of retroactivity allowing the market teams to take action and prevent adverse results vs. plan assumptions.- Modeled the evaluation criteria used as a basis to allocate bonus funding for over 1,600 employees; performance management criteria required adjustments for valid out of period items and messaging results to senior leaders.

- Project team leader for multiple audits across company business areas which required managing multiple audit teams simultaneously to complete comprehensive audits timely and in accordance with audit methodology.- Focus on external pharmacy PBM management, including leading the first audits of the PBM vendor by the company as part of an onsite end-to-end claim audit and tracking implementation of control enhancements.- Established and grew relationships with senior business leaders and leveraged rapport when communicating unfavorable audit findings and ensure business commitment and resolution of control deficiencies.- Leadership program team founder: created the strategy, implemented on-campus engagement, and executed the successful interviewing and ultimate hiring of 28 full-time and 35 interns for the inaugural FLDP class. Fully established program now employs over 75 full time participants and the intern program is recognized nationally.- Successfully managed relationship and work completed by external audit partners, the quality of the work done, and maintaining cost efficiencies despite outside consultant utilization.- Collaborated with senior business leaders to identify key risk areas as part of the annual risk assessment process, both inherent and emerging, and eventually performing audits throughout the annual plan.

- Modeled complex agency compensation agreements for 30+ agencies, incorporating production and profitability analysis of projected outcomes; presented recommendations to senior management for compensation decisions. - Communicated prior period development and impact on reporting for the $2 billion book of business. Ensured accuracy of development factors and articulate shifts in estimates based on changing trends to business partners.- Performed ad hoc agency analyses such as calculating the required new business premium lift needed given an override proposal and that the compensation model, at minimum, reached a breakeven outcome for the proposal.- Created in depth analysis calculating the cost of enhanced commission rates for a $700m line of business. Built a model to project future incremental spend as part of business case which was approved by management.

- Graduate of Financial Management Leadership Development Program- Verified and consolidated monthly reporting packages for Small Commercial’s entire $2 billion book of business. Ensured timely delivery of data sources and confirmed accuracy of reports; worked with business intelligence as data quality issues arose.- Constructed new reporting package for regional reviews including new exhibits focusing on current business strategies. Incorporated feedback from the field and management to optimize report effectiveness.- Analyzed the performance of 150+ agents that attended leadership promotions to determine what lift, if any, was realized post conference. Results were communicated to senior management and led to reconsideration of how the business unit approaches these special events and agency recognition.- Compared distinct groups of agents by building out performance period metrics. Allowed for additional analysis and potential for new agency appointment targeting which was leveraged within the department.

- Finance ownership and liaison for IT subdivision; duties included monthly expense analysis and commentary, communication of results to subdivision head and portfolio owners.- Gained understanding of IT chargeback process; responsible for realigning expenses to IT services ensuring a consistent and logical approach while creating better accountability for IT service expenses.- Aggregated HR data to develop a current state assessment of managers’ span of control. Partnered with HR to develop meaningful metrics allowing HRG’s to make insightful and actionable observations of client groups.- Created standard lease versus buy comparison template for hardware purchases. Provided guidance for hardware purchase decisions and maintained ownership to ensure uniform analysis and correct booking of various unique lease agreements totaling over $10m of hardware.

- Completed quarterly control processes for three runoff companies to ensure financial controls and compliance.- Led the proposal to transition 26% of claims from a dedicated claim unit to property adjusters. This efficiently managed the increase in claim volume by utilizing leveraging existing expertise outside of the specialty staff.- Developed a new claim business unit staffing model which incorporates actuarial premium and claim projections with staff and productivity levels to focus staffing discussions on future efficiency expectations.- Coordinated with management to create the $49 million ULAE and census budget for Specialty claim business.