• Defined process improvement programs focused on quality, financial, and operational improvements within the New England Electric and Gas organizations. Lead cross-organizational teams on root cause analysis, solution design, and implementations.• Lead process team that has driven $13M in organizational cost savings. • Manage 12 LSS black belts / green belts within the connections, plan, work execution, and operations utility lifecycle.• Manage New England Electric Digital PMO portfolio ~$140MM annually.

• Provided financial strategic and decision support for G&A ($770MM expenses; $200MM capex; 1,000 employees).• Supported the following organizations: CFO, Facilities & Operations, IT, Legal-Compliance, Human Resources, and Communications.• Developed month end close processes, reporting, forecasting and measurement plan leveraging process improvement methodologies.• Managed a team of 5 and promoted cross-organizational projects, learning series, and networking opportunities.

• Provided financial strategic and decision support for Power Business Unit ($70MM Revenue; $16MM expenses; 200 employees).• Developed three-year strategic planning that includes organic and M&A growth.

• Provided global strategic financial decision support and process improvements for three Business Units ($450MM Revenue; $90MM expenses; 900 employees).• Reduced R&D expenses by $6MM through process improvements and cost management initiatives.• Implemented product cost structure and contribution margin analysis to measure profitability and investment decision making. • Developed month end close processes, reporting, forecasting, and FP&A functionality.• Assisted on two M&A deals resulting in $15MM additional business unit revenue.• Finance lead on implementing Eastern European R&D hub.

• Provided global financial management, decision support, and process improvements for G&A ($210MM expenses; 550 employees).• Managed and advised worldwide budgets and business initiatives for 5 Senior Vice President’s (IT, Finance, Legal, HR, Communications).• Lead a Lean Six Sigma initiative to increase customer experience by improving billing accuracy (Annual opportunity: $55MM).• Reduced G&A operating expenses by $4MM with cost management and process improvement initiatives.• Redesigned and implemented quarterly operating reviews, measurement reporting-dashboards, and planning processes. • Reduced G&A month end close process by 2 days through process improvement initiatives.• Redefined and built G&A FP&A team and increased internal employee satisfaction scores by 20%+ year over year.

• Provided global strategic management, decision support, and process improvements for GPO ($826MM expenses; 3,100 employees).• Managed a team of 4 analyst and promoted cross-organizational projects, learning series, and networking opportunities.• Drove initiatives and process improvements to produce $150MM in operating expense and $40MM capital expense efficiency gains.• Managed Global Manufacturing Organization external / internal throughput model ($4B direct materials). • Developed GPO Financial KPIs and integration into GPO dashboards.• Managed business/balance sheet reviews, monthly forecast, and GPO cost allocations to business units / P&L.

• Provided global strategic management and financial support for the information technology ($120MM expenses; 300 employees) and operational services ($7MM expenses; 30 employees) organizations.• Designed an end to end IT project management process to govern ongoing operational projects and $14MM in IT investment spend.• Developed a measurement plan with the global travel organization to manage $450MM travel expenditure.

• Provided financial management, decision support, and process improvements for the institutional technology organization ($615MM expenses; 2,500 employees). Directly supported Capital Markets, OSG, and TMS technology ($221MM, 1,335 employees).• Managed analyst and interns. Participated as a mentor in Fidelity’s Mentor Program.• Coordinated planning and analysis efforts with the Finance, IT, and institutional business units.• Managed $150M in enterprise infrastructure expenses for the institutional business units.• Designed a reporting, forecasting, and modeling application that provided transparency into $50MM of distributed services.• Established an IT infrastructure capital process to manage $15MM in annual hardware purchases.

• Defined process improvement programs focused on quality, financial, and operational improvements within the Personal Workforce Investment Technology organization. Led cross-organizational teams on root cause analysis, solution design, and implementations.• Mentored six green belts within three different organizational units and assisted in facilitation of green belt training.• Performed analysis on the health & welfare software development lifecycle process. Recommended solutions to improve testing, requirements and governance processes with a $1.2MM annual cost savings and a 10% defect reduction.• Designed improvements to the defined benefits unit testing process: $1.0MM annual cost savings and a 15% defect reduction.• Eliminated poor quality in the Net Benefits H&W implementation process: $0.2MM annual cost savings and a 50% defect reduction

• Provided financial decision support to the Personal Workforce Investment Systems group ($240MM expenses, 400 employees).• Led defined contribution’s FPRS application efficiency project that had a $2.3MM annual cost savings.• Led resource studies to understand drivers of major applications; leveraged findings for cost management, pricing, and profitability.• Created system’s activity-based costing model within PWI systems for 30 applications.

• Improved forecasting and client profitability models that provided real time performance measurements.• Directed Activity based cost accounting methodology and unit cost productivity for $1.5B in expenses.• Prepared and analyzed operating plans, forecasts, and general ledger closings.• Managed and advised budgets ($160MM) and business initiatives for 6 Senior Vice Presidents.• Developed and implemented productivity, cost accounting, and quality improvement strategies and measurements.

• Designed and implemented applications to consolidate and track the submission, credit evaluation, funding, and operational processes that generated revenues totaling over $4.8B per year in the Equipment Finance division

• Provided financial support and analytics on Corporate Information Management contact ($360MM contracts, $60MM NI), 25 Civil and Commercial Projects ($36MM contracts, $10MM NI)• Priced OMNI Data Quality Engineering contract awarded to SRA ($4.5MM contract, $1.0MM NI).

• Established and maintained banking relationships by performing a needs-based analysis on customer portfolios to increase their profitability with minimal risk.