Select Project Experiences (PE, Consulting Firms and Direct Clients):

Global Consumer Finance Company, Commercial Strategy: Developed strategy and executed on plan for rollout of company's new prepaid consumer card business initiative, primarily South American markets.

Midsize Private Equity Firm, Due Diligence and Acquisition Rationale: Conducted commercial, operational due diligence and M&A integration efforts for ~$700M acquisition of leading Canadian company in the Retail / Consumer Products Market

Retail & Hospitality Client, Revenue Growth Model and Commercial Market Readiness: Drove business case, financial and operational effort to develop the programming/operations, pricing, and revenue model expectations to open the Las Vegas Cosmopolitan Hotel's retail outlets and large event venues

Provide strategic guidance, M&A advisory to executives at Fortune 500 companies. Lead enterprise wide initiatives from planning to operations, with global client teams of up to 25+ employees to execute initiatives and project delivery.

Select Project Experiences:
Large B2B2C Retailer, Growth Strategy: Identified low to medium performing products and worked with company on plan to phase out or invest in various products based on retailers and market conditions. Resolved disconnects on product investment and pricing optimization while realigning sales incentives to support growth strategy. Collaborative work enabled value capture of ~$500M in incremental revenue.

Global Financial Information and Analytics Company, Merger Commercial Readiness: Led commercial deal team to create holistic Commercial Enablement Roadmap (covering Go to Market Plans, Account Playbooks; Training/KPIs/Reporting, and new Sales Incentives). Set-up Change Management team for Training and Communication.

Venture-backed company headquartered in the San Francisco Bay Area. The business operates on an innovative, digital hospitality platform. Products and services delivered include: Resort Residence Rentals, Timeshare Resales and Partner Services. Corporate Officer, Senior Vice President of Distribution & Supply
•Developed digital and offline supply acquisition strategy, the "Broker Network," ultimately resulting in 15,000 incremental listings with ~$50M of supply value
•Drove distribution strategy in all channels to deliver +$10M of rental revenue in first two years
•Company entered 3rd stage of funding recently and has pivoted on business strategy successfully

IAC is an U.S. holding company that broadened its travel portfolio with the acquisition of Interval Leisure Group and Expedia. Interval Leisure Group (ILG) was in the timeshare exchange, rental, and ownership sector (acquired by MVW). ILG Corporate Officer and Vice President of Corporate Strategy, M&A and Digital Businesses Led the company's growth strategy planning and execution reporting directly to the CEO. As a member of the ILG's Executive Committee and a company Director, I played a key role in separating ILG from its parent and preparing it to be an independent publicly traded company in 2008 with a ~$1.5B enterprise value.
•Developed 5-year acquisition roadmap strategy which lead to ILG's purchase of Aston Resorts, VRI, Hyatt Vacation Club, Starwood Vacation Club, and eventual sale to Marriott Vacation Club for ~$4.7B
•Launched direct-to-consumer and digital multi-channel strategy which improved traffic by 40% (unique visitors) through website redesign and execution agai

Initiated a digital growth strategy business case and roadmap that highlighted prioritized initiatives, KPIs and financial investment/return, ultimately resulting in the first Amex Lab
•Reduced interactive product development costs and time to market by ~40%+ (Lean/ Agile Development)
•Drove 40% growth in direct online acquisition and improvement in application rates, leading to new digital rollout for card products by creating a comprehensive global online acquisition strategy

Managed OTAs and other distributors, revising distribution strategy by enforcing margin rules and day of week inventory allotment, defining agreements according to each brand
•Led distribution economics effort with global revenue management and sales team to quantify Starwood's costs of distributing rooms through third party channels which led to negotiation of merchant fees by 10% per booking

Conducted portfolio analysis of multi-national Dutch conglomerate to review the attractiveness of its semi-conductor businesses, ultimately resulting in the successful sale of a controlling 81% interest to a PE consortium ($4.4B)
•Worked in Boston and the Philippines for a U.K. based cement company on customer profitability analysis/review to prioritize product sales in a supply constrained environment and stave off a hostile takeover from a French competitor