Steered transformational initiatives that focused on enhancing processes owned by CFO’s organization (FP&A, OTC, PTP, R2R). Sourced advisory engagements by building and sustaining professional relationships and alliances. Led team to complete expected deliverables, including strategy and recommendation development, liaising with client on engagement matters, and capture opportunities to strengthen engagement. Collaborated with client stakeholders to gain feedback on recommendations.

Spearheaded multiple work streams for BD’s global FP&A transformation program and SAP BPC implementation, including target operating model modernization, budget and forecasting process redesign, management reporting rationalization and development, and change management/communications. Liaised with client stakeholders to examine data, develop strategies, revitalize processes, create executive-level presentations, and gain feedback on recommendations.

Served as interim CFO for Professional Services division (acquired in 2016) to complete its integration into HMH and facilitate executive leadership in achieving strategic vision, business goals, and financial objectives. Steered transition from day-rate to hourly-rate operating model to comply with state and federal requirements. Engaged with business executives to outline and communicate analytics and KPI’s for devising strategies aimed at driving revenue growth and reducing expense.

Orchestrated advisory services and Consent Order remediation to financial services organizations, involving process controls, integrated strategic financial plans, performance management reporting, business analytics, KPI & KRI’s, and capital investment management. Executed sales process by writing proposals and SOWs. Established and maintained professional relationships and alliances by sourcing advisory engagements. Led team to complete expected deliverables, including strategy creation.

Formalized transformational strategies to enhance overall performance of back-office finance functions, specifically in areas of target operating model, strategic planning, financial planning and analysis, enterprise performance management, and reporting analytics. Drove sales process by drafting proposals and SOWs. Built and fostered professional relationships and alliances by sourcing advisory engagements.

Created, initiated, and led global initiatives focused on transforming FP&A organization, including rejuvenation of target operating model, strategic planning process, budgeting, forecasting, and reporting activities, along wiith development of enterprise performance management infrastructure. Evaluated business outcomes, created management reporting packages with analytics and KPIs, and supported investor relations, marketing, and business development efforts.

Led finance team and partnered with business leaders to deliver financial support to facilitate strategic decisions for driving continuous incremental growth and profitability for a $2.5B revenue organization.