I provided strategic support for AOL's corporate development group. Sample projects included developing the rationale for Verizon's acquisition of Yahoo; creating strategies for the combined AOL/Yahoo to accelerate growth; evaluating "white space" opportunities; championing M&A opportunities in the media space; and keeping executive team apprised of industry trends.

I led corporate strategy and development activities for the company. On the strategy side, I supported the executive team in evaluating organic growth opportunities; crafting board presentations; and analyzing business and industry trends. Example projects included identifying declining quality in new members and leading a voice-of-the-consumer study.
On the corporate development side, I conducted due diligence for a major acquisition; led IPO preparednes; and worked on the sale of the company

I worked within a small team that handled all M&A activity; prepared board materials; and advised business units on key strategic issues. Example projects included constructing the financial model for Delta's ~$300M acquisition of an oil refinery; supporting the real estate group on establishing a new airport lease for the Atlanta hub; participating in Delta's $360M investment in Virgin Atlantic; and convincing management not to pursue a $500M acquisition favored by a business unit head.

I managed up two case teams as well as leading client development work. As part of my role, I identified key issues for a given project; drafted the workplan; managed client deliverables (including large powerpoint presentations); and interfaced with and presented to the client. Sample projects included due diligence assignments for private equity firms; strategic options for a broadcast network; merger analysis for an airline; and market entry for an entertainment services firm.

As part of the corporate brand management group, I led proprietary consumer research to drive strategic insights for the strategic planning team, executive leadership and business units. Projects included an in-depth customer segmentation that looked at how customers interacted with all of Disney's businesses and an examination of how technology would impact entertainment consumption.