• Finance Analytics and Decision Support Lead for $8B reportable segment.
• Created leadership presentations, taking complex financial data and distilling the content and recommendations into easy to understand, usable data for management decisions, focusing on trend and variance analysis.
• Drove ad hoc special projects diving into specific KPIs and levers such as DSO, FX, chargeability, or forecast accuracy.
• Created long range (5 year) strategic plan, including sensitivity model.

• Partnered across the corporate business functions (legal, marketing, technology, finance, risk management, etc…) to implement a corporate Strategic Cost Management Program which evaluated the entire $1.8B G&A cost base across the company with an eye toward creating a sustainable bps increase in operating margin.
• Business Administrator for corporate wide COO sponsored Operations Scorecard application, which highlighted leading and lagging performance indicators utilizing 30+ metrics.

• Created monthly financial and operations reporting package for the global CEO, CFO, and COO, including the messaging around the monthly financials.
• Created financial pre-reads for the quarterly Corporate Board of Director meetings.
• Developed and standardized reporting to support quarterly 10-Q filings.
• Analyzed global financials ($20B in Revenue and $2.5B in OI in 2007) for one-time events such as space abandonment, and re-organizing from a partnership to a public company.

• Compiled and validated historical financials for $1.7B Initial Public Offering both at the company and segment level.
• Analyzed global financial results ($12B in Revenue and $1.4B in Operating Income in 2002) and researched material variances to plan and / or forecast.
• Proactively prepared ad hoc analysis to highlight key ratios and trends, such as foreign exchange impact on $12B Revenue base.

Highgate Holdings is a privately held investment company whose principal investment activities focus on real estate and public market ownership.
• Made recommendations to partners related to real estate acquisitions with a primary focus on hotels and secondary focus on office buildings.
• Built a complex financial model to track the historical and project the future value of non-real estate holdings. At the time, approximately 10% of the companies’ assets were in non-real estate holdings.