Functional Skills
Machine Learning
Market Research
Communications
Cost Reduction
Sales and Operations Planning (S&OP)
Customer / Vendor Calls
Restructuring / Turnarounds
Value Chain Analysis
Software Skills
Machine Learning
Computer vision
Sector Experience
Automotive
Financial Services
Industrials
Technology
Big 3 Consulting (MBB)
Top Consulting Firms
Experience
Tractable
Customer Service
Head of North America Customer Success
3/2021 - 4/2023
•Managed ARR of $15M (originally $5M at time of joining). Achieved 100% retention rate and 3-10x+ ROI for majority of clients (including increasing a flagship client's gross profit by $30M)
•Grew North America Customer Success team from one to four Customer Success Managers ("CSMs")
•Successfully launched AI Subro, a new product that achieved 15x ROI and was 30% of North America's 2022 ARR growth
CustomerSuccess
•Co-designed clients' AI roadmaps with VP-level execs and enabled clients' value realization of AI by ensuring successful
productfit, onboarding, and adoption of technology
•Standardized Customer Success plays though a cross-functional initiative which enabled global team of 15+ to scale (e.g., methodology for quantifying value drivers, process for quality-checking and improving AI models)
ProductDelivery
•Stood up new product delivery processes (e.g., governance structures, internal/external cadences, de-risking protocols, cross-functional collaboration tools) to coord
•Grew North America Customer Success team from one to four Customer Success Managers ("CSMs")
•Successfully launched AI Subro, a new product that achieved 15x ROI and was 30% of North America's 2022 ARR growth
CustomerSuccess
•Co-designed clients' AI roadmaps with VP-level execs and enabled clients' value realization of AI by ensuring successful
productfit, onboarding, and adoption of technology
•Standardized Customer Success plays though a cross-functional initiative which enabled global team of 15+ to scale (e.g., methodology for quantifying value drivers, process for quality-checking and improving AI models)
ProductDelivery
•Stood up new product delivery processes (e.g., governance structures, internal/external cadences, de-risking protocols, cross-functional collaboration tools) to coord
McKinsey & Company
Management Consulting
Engagement Manager
10/2017 - 2/2021
Strategy
•Commercial insurance market entry strategy for a Fortune 500 company: Identified attractive niches (e.g., title, representation & warranties, inland marine) to target and projected cash flows, capital requirements, and expected returns
•Growth strategy for a Fortune 100 property and casualty insurance firm: Recommended on distribution approach/channels, pricing, segmentation, and retention
Transformationsand Strategy Implementation
•Led three-person consulting team and partnered with client counterpart to identify and create business cases for ~$400M in cost and growth savings at an international life insurance firm. Primary drivers included streamlining commissions, enhancing distribution productivity, automating underwriting, restructuring shared functions, and launching new products
•Led eight-person client team through preparation and implementation of asset management company's customer service model transformation, resulting in annual cost reduction of $5M. Scope in
•Commercial insurance market entry strategy for a Fortune 500 company: Identified attractive niches (e.g., title, representation & warranties, inland marine) to target and projected cash flows, capital requirements, and expected returns
•Growth strategy for a Fortune 100 property and casualty insurance firm: Recommended on distribution approach/channels, pricing, segmentation, and retention
Transformationsand Strategy Implementation
•Led three-person consulting team and partnered with client counterpart to identify and create business cases for ~$400M in cost and growth savings at an international life insurance firm. Primary drivers included streamlining commissions, enhancing distribution productivity, automating underwriting, restructuring shared functions, and launching new products
•Led eight-person client team through preparation and implementation of asset management company's customer service model transformation, resulting in annual cost reduction of $5M. Scope in
Citi Investment Banking
Finance
Associate
1/2010 - 1/2015
Energy, Chemicals, and Industrials: Associate (2013-2015), Analyst (2010-2013) Hong Kong 2010 – 2015
•Drove project execution and was lead on day-to-day management of M&A deals, both internally and externally
•Coordinated communication between clients, five potential buyers, tax advisors, accountants, and technical advisors
•Crafted IPO and M&A investor presentations for senior (VP-level) management of $1bn+ companies
•Owned financial M&A models that drove pricing and negotiations of $1B+ transactions
•Select transactions include: Neptune Orient Line's $1.2B divestiture of APL Logistics to Kintetsu World Express (2015), Saudi Aramco's $2.0B acquisition of a 28.4% stake in S-Oil (2014)
•Drove project execution and was lead on day-to-day management of M&A deals, both internally and externally
•Coordinated communication between clients, five potential buyers, tax advisors, accountants, and technical advisors
•Crafted IPO and M&A investor presentations for senior (VP-level) management of $1bn+ companies
•Owned financial M&A models that drove pricing and negotiations of $1B+ transactions
•Select transactions include: Neptune Orient Line's $1.2B divestiture of APL Logistics to Kintetsu World Express (2015), Saudi Aramco's $2.0B acquisition of a 28.4% stake in S-Oil (2014)