Lead strategic financial planning, investor relations, and financial operations.

• Drove company-wide cost improvement contributing to 96% rise in Fidelity operating income from 2015 – 2018. Refocused firm on organic revenue growth and scale to drive financial health. • Led teams responsible for Corporate Financial Planning & Analysis, Competitive Research and Procurement. Took on additional responsibility for Corporate Strategy and senior executive staff meetings in 2017. Co-led executive Digital Summit to develop approach for Fidelity to become a 21st century digital company.

• Led marketing, data analytics, business consulting, and sales effectiveness teams. Refreshed strategy for newly combined business, contributing to accelerated growth and record profits for the business unit in 2017 and 2018. • Directed analysis of and response to Department of Labor Fiduciary Rule. Drove updated pricing strategies and new product introductions to optimize revenue growth. Led media relations on the issue for Fidelity Institutional.

• Managed multinational team of 300 associates focused on operational quality, technology project management, business process improvement, data analytics, strategy, and market research for this $3B+ revenue unit. Reorganized the group and re-aligned its work to dramatically improve efficiency (cost v. opportunity realization) and business partner satisfaction. Vastly improved the connection with team of 100 associates based in India. • Led on-time and on-budget implementation of cross-Fidelity technology and operations changes required for Money Market Fund Reform.

• Key contributor to cross-Fidelity risk reduction. Built recommendations and consensus on three-year plan to improve brokerage platform resiliency, contributing to decline in major production incidents by over two-thirds. • Role scope included technology risk, information security, and program management. Served as chief of staff for Chief Information Officer, and led strategy development and multi-year planning for his team. Filled communications role for CIO for eight months as central support transitioned.

• Led team of 80 driving strategy, project management, and data analytics for this $1B+ unit distributing Fidelity products to advisors, insurers, and banks. Worked with executive team to drive 38% operating income increase. • In 2010, expanded scope to include P&L responsibility and distribution leadership for Latin American pensions and offshore businesses ($100M+ annual revenue). Focused on improving product set to align to customer needs.

• P&L responsibility for Fidelity Advisor 401(k) business ($100M+ revenue). Led product management, marketing, and client relationship management for FFAS’s overall retirement offering. Managed team of 130. • Despite impact of Great Recession, improved operating margins by 15 percentage points while accelerating organic growth and improving client satisfaction with plan onboarding process by 15 points.

• Built and led team charged with increasing profitability and accelerating growth by understanding and improving drivers of performance. Led the multi-year planning process for the business, driving greater analytical rigor. • Developed and helped implement action plan to increase largest business line’s margins from 0 to 12%. Instituted target-based budgeting to ensure scale benefits as the business grew.

Manager (2001 – 2004)Project Leader (1999 – 2001)Consultant (1997 – 1999)Twice promoted at earliest point among peers. Managed senior client relationships. Project leadership examples:• Reengineered customer service for a regional managed care company. Realigned teams to specialize. Improved career path and salary levels to reduce turnover. Reduced avoidable calls by eliminating handoffs, resulting in 70% better service levels. Boosted client satisfaction while saving $12M a year, or 20%.• Led post-merger design of manufacturing network for a global pharmaceutical company. Determined future capacity requirements and defined roles for each of 100 plant facilities, resulting in 25% reduction in footprint, greatly reducing complexity and saving over $100M annually.• Determined actions to increase the long-term viability of Massachusetts’s $6B Medicaid program. Focused on sustainable expense cuts while maintaining positive health outcomes, reducing costs by $500M. Recommendation formed the Republican Governor’s Medicaid proposal, one of the few portions of his budget to be passed in full by the Democrat-dominated legislature.

Tuition-free, inner-city middle school for underprivileged boys. Since relocated to Jamaica Plain, MA.• Fulfilled personal desire to devote two years to full-time community service. Managed the school’s business office and oversaw Nativity's operating budget. Taught pre-algebra and social studies to fifth, sixth, and seventh grades. Coached varsity basketball and baseball teams.

Aerospace division with $5 billion in annual sales. Sold to Martin Marietta in 1993.Financial Analyst, Aerospace Group Financial Planning and Analysis (1992 – 1993)Focused on post-merger planning and cost savings analysis. Finance Excellence award winner.Financial Management Program (FMP) Graduate (1990 – 1992)Rigorous program combining job rotations with advanced coursework. Only member of division to graduate with Corporate Honors. Graduated six months early.