Led multiple transformation workstreams within a high-growth division of a $5bn+ Fintech company. Collaborated across 20+ global stakeholders and drove adoption and utilization of new processes and tools with focus on risk management, efficiency, and customer experience.
• Conducted a comprehensive readiness assessment of a $500M program, shaping a robust business case for knowledge transfer, resource planning, and training support.
• Established a knowledge hub within the Project Management Office (PMO), preserving institutional knowledge and streamlining access to >100K critical artifacts, globally.
• Designed and piloted a customer experience (CX) model, integrating e-Learning, Self-Service, and AI capabilities. Established best practices and standards to develop assets, improve onboarding, utilization and adoption, and reduce reliance on support provided by Broadridge.
• Developed a strategic training framework for a 60+ Business Process Outsourcing (BPO) support team.

Established a Center of Excellence (CoE) in a $2.5bn+ Fintech company. Implemented change and processes that supported global demand generation effectiveness, multi-sector go-to-market (GTM) strategies, and a 2X revenue target through organic growth and acquisitions.
• Designed a strategic framework and data management processes for an enterprise marketing platform, improving effectiveness of multi- sector- channel segmentation and targeting.
• Directed integration of >25 acquisitions, effecting change readiness and adoption strategies to harmonize global teams and scale operations.
• Oversaw a diverse team of 14 locally and globally distributed members through rapid expansion, cultivated expertise and fostered alignment between marketing and sales functions.
• Managed annual planning, budgeting, and resource allocation processes, driving efficiency and scalability. Within 2 years, increased the number of supported individuals from 7 to >20.
• Generated >$300K in efficiencies.

• Led operational transition of McGraw-Hill Construction from public to private equity ownership.
• Integrated and aligned operational goals with PE Board and DD&A objectives.

Led a newly established operations team of 4, aligned marketing and sales functions, enhanced lead generation capabilities and maximized opportunity pipeline growth.
• Implemented a Design-for-Six Sigma (DFSS) program that revamped the enterprise marketing platform. Yielded a >210% expansion of the addressable universe in nine months.
• Improved lead generation by >30% through robust data-driven management processes.
• Played a key role in a Six Sigma Business Process Management project, delivering efficiencies of 50% ($250K+) and establishing new data-driven analytics benchmarks.

Led and developed a team of four analysts. Optimized operational and financial performance across MGH's media, education and healthcare business properties.
• Oversaw a $50M manufacturing budget for media properties.
• Delivered 25%-45% in pre-press, manufacturing, paper, and distribution efficiencies.
• Negotiated 20%-50% in price reductions for pre-press and manufacturing services.