Led Global Fleet Finance team, scaling operations from startup to the largest delivery network in the U.S., growing vehicles from 20K to 100K. Oversaw Fleet Ops Finance ($3.5B budget) and FP&A. Built a data-driven finance org focused on automation and analytics, improving forecast accuracy and shifting reporting from monthly to daily in collaboration with BI/BA teams. Expanded team from 5 to 25, directly managing 9. Delivered $400M (~12%) in cost savings through zero-based budgeting, strategic vendor partnerships, and transitioning Fleet Maintenance to a direct pay model. Instituted rigorous tracking mechanisms to drive accountability. Unlocked $125M in cash flow and $20M in OpEx savings by redesigning the DSP payment structure; authored the business case, secured VP buy-in, and led implementation in 6 months via cross-functional execution with legal, tax, analytics, and PMs.

Provided strategic finance leadership for Honeywell’s new Connected Buildings (SaaS) business. Partnered with cross-functional leaders to shape culture, build financial infrastructure, and drive digital transformation. Led a global team of 12. Spearheaded integration and rebranding of four legacy units into a $300M portfolio, driving 16% YoY revenue growth. Designed scalable Order-to-Cash and SaaS billing/reporting processes to support growth-stage maturity. Built tracking for ARR, MRR, churn, renewals, LTV, and CAC to align product and sales. Co-led pricing redesign to improve margin and GTM execution. Developed short- and long-range plans, setting targets that supported 30% growth in 2020 and a $600M trajectory by 2023.

Led finance for Honeywell’s $125M cloud-based Tridium business, aligning the finance operating system (MOS) with corporate standards. Owned short- and long-term strategic planning. Delivered 10%+ YOY growth in orders and revenue. Introduced first recurring SaaS revenue stream, driving 30%+ software growth by implementing KPIs and guiding leaders to use financial and licensing data for product decisions. Led initiatives that expanded margins over 4 years—partnered with product leaders to implement pricing controls, double-digit price increases with no demand drop, and refocused engineering to reduce cost. Delivered a 1-turn inventory improvement by adopting a dual-supplier model and streamlining shipping globally. Negotiated with a top channel partner to unlock access to a new market segment and create an incremental revenue stream.

Took on expanded role overseeing financial operations for the Americas BMS business and Tridium’s global unit. Held full P&L ownership for a $450M portfolio across 6 business units. Led a global finance and ops team of 14. Developed and executed strategic and operating plans while implementing financial processes to improve control and performance. Led business through a transformation focused on reducing complexity and preparing for future SaaS product divestiture. Managed relocation of the largest manufacturing and distribution facility with minimal financial impact and no major customer loss. Uncovered $4M in misallocated costs post-Homes spin-off, driving greater cost transparency and decision accuracy. Supported post-leadership change stabilization by setting clear financial goals and coaching teams to establish internal controls and hit KPI targets.

Led multifunctional role as Global Operations Finance Manager, overseeing financial metrics for 8 worldwide manufacturing plants ($1.4B revenue), and as R&D Finance Manager, driving financial planning for global engineering and product management across 20+ R&D projects. Partnered with executives to drive top-line growth across multiple product lines.
• Identified $6M potential cost savings and 2% GM increase by driving business strategy realignment/product simplification across global manufacturing locations.
• Implemented a cloud-based resource management system to improve operational efficiency across 500 engineers, enhancing tracking of utilization, project status, and financial needs with real-time data.

Started my career in Siemens' prestigious 2-yr Financial Leadership Development Program (FLDP). Post program, as a Financial/Operational Analyst, supported two manufacturing and distribution plants. Later chosen by leadership to relocate to Germany for a Global role focused on improving financial transparency between business unit headquarters and global regions as a pilot member of new Commercial Exchange Program (CEP). Charged with leading strategic FP&A, as well as creating, controlling, and analyzing budgets for a $150M business while adapting to new culture and learning a new language.