Currently serve as the Division Finance Director for JLL’s Life Sciences division with GAAP revenue of $900M. Responsible for financial governance, timely and accurate division reporting, budgeting and forecasting, working capital management, and being a trusted business partner to JLL Life Sciences executive leadership. Prior to this role, served as Senior Finance Director on JLL’s Genentech account with GAAP revenue of $140M responsible for all accounting and finance functions of the account.

Provide financial and operations advice for the Executive VP of Business Transformation and Strategy, developing and implementing strategic initiatives to drive profit growth. Work closely with executive leadership on strategic planning, financial forecasting and managing projects focused on enhancing overall business results. Led multiple finance and operations enhancement projects, including standardizing vendor payment terms and product pricing, which resulted in gross margin improvements of $1.7M. Selected projects included fill rate improvement project, change in credit card processing provider and outsourcing of various customer service activities, contributing to an additional $500K in cost savings.

Held full accountability for all finance and operations functions for the $120M South Region, consisting of 68 secure transportation and cash vault service locations across 11 states. Provided complete oversight of financial reporting, analysis, planning and control, as well as strategic spending, budgeting, forecasting, monthly close and regulatory compliance. Hired, trained and managed a team of 11 direct and 1,750 indirect reports responsible for supporting customer base of 1,600 by managing 350 routes and processing $600M in cash daily. Drove a 9% increase in gross profit by restructuring direct labor, reducing workforce, revising customer pricing models and renegotiating customer contracts, resulting in $10.3M in annual incremental gross profit. Prepared financial business case analysis for $20.6M coin processing revenue with $5.7M incremental EBITDA; presented to executive committee and gained approval for implementing the new process at 24 new locations. Developed, implemented and tracked KPIs (key performance indicators), including preventative maintenance ratio, out of service trucks and truck to route ratio, in order to drive internal improvements. Improved preventative maintenance ratio from 52% to 82% and out of service trucks from 12.5% to 8%. Introduced new in-house repair locations to reduce outsourced repairs, driving $350K in annual cost savings. Renegotiated multiple vendor contracts and pricing, leading to $2.4M annual savings. Led real estate and facilities integration of 32 newly acquired locations, overseeing construction projects worth $10.5M. Created and implemented performance management system for fleet organization, including written performance reviews and merit based pay increases; new process was deployed as the first standardized performance management process within the company.

Provided direct financial business support to senior global operations executives including global supply chain, fulfillment, core/deployment services and corporate quality. Provided key analysis and guidance for CFO through profit modeling and forecasting, expense management and impact of strategic financial decisions for $130M inventory, $140M service business units and $425M corporate-wide cost of sales. Progressed through roles, initially hired as Director of Finance Shared Services with responsibility for $105M global accounts receivable, credit and collections, $70M accounts payable and payroll for 2K employees.Drove a reduction in days sales outstanding from 55 to 50 days, leading to $10M cash improvement. Increased current percentage of accounts receivable from 72% to 89% and reduced delinquent accounts greater than 30-day past due from 9% to 5%. Consolidated credit/collections manager and payroll manager roles from ‘in country’ resources to Europe shared service center, capturing $200K annual cost savings. Oversaw the successful conversion from Ceridian to ADP payroll system for 1,200 US employees. Directed all accounting activities for areas of responsibility, including journal entry review, account reconciliations, SOX compliance, and month and year end closing; reduced close cycle time by 50%. Led the integration and consolidation of accounts receivable, accounts payable and payroll for 2 acquired companies, resulting in $250K annual cost savings.

Recruited into role to help orchestrate the sale of the company, including partnering with executive team to develop financial presentation package, lead due diligence process and facilitate transition. Managed staff of 2. Negotiated and completed $72M in customer contracts, working closely with CEO during entire process. Introduced financial improvements from $4M operating loss to $900K profit within 1 year. Developed and presented monthly financial reporting and analysis to Board of Directors.Prepared annual financial statements including footnote disclosures as required for external auditors and lender.

Provided comprehensive financial analysis, planning and control to support global supply chain operations, including raw materials warehousing, transportation and finished goods distribution costs with $250M in annual spend. Accountable for analyzing and updating contracts, conducting monthly forecasting, tracking expenses and analyzing key data. Developed supply chain financial reporting package and co-led multiple initiatives to reduce annual costs by $9M. Prepared strategic analysis that contributed to reduction of facility locations, leading to annual cost savings of $4M and $15M inventory reduction. Developed and negotiated new fixed/variable pricing structure with 3PL provider, driving $4M annual cost savings.