Greater Chicago Area
I lead strategic finance and long-range planning for a multi-billion dollar institution, partnering with C-suite executives on capital allocation, forecasting, fee revenue analysis, and enterprise-level financial decision-making. My work spans bespoke financial modeling, multi-year scenario planning, and executive reporting that translates complex analysis into clear decisions. Previously, I advised Fortune 50 companies at EY-Parthenon and Deloitte on M&A, growth strategy, and operating model transformation, delivering diligence, valuation, and integration analyses supporting multi-billion-dollar transactions. I hold a CMA and a BBA from the University of Notre Dame (Mendoza College of Business).
Lead strategic finance and long-range planning for a multi-billion dollar institution, partnering with the CFO on funding strategy, scenario planning, and enterprise decision-making. Drive decisions on fee structure, capital deployment pace, and expense optimization with the CFO, COO, and Chief of Staff. Co-lead a financial infrastructure and governance review program across affiliated organizations.
Built and maintained the core long-range financial models used for executive planning across a multi-billion dollar institution. Developed bespoke forecasting frameworks, fee revenue models, and scenario analyses supporting multi-year strategic decisions.
Led M&A and growth strategy engagements for Fortune 50 healthcare and services clients. Ran operational diligence on a $600M home health carve-out, quantifying standalone standup costs and transition expenses; findings informed the buyer's decision not to proceed. Built a $4.5B market entry analysis modeling state-level nurse supply and reimbursement rates for a Fortune 50 healthcare organization. Drove a cost structure redesign delivering 15% SG&A efficiency across eight departments.
Embedded on the post-merger integration of a $5.7B home health acquisition, rotating from the IMO into synergy analytics. Identified $40M+ in synergies and established an FP&A function to track and report approximately $60M in integration costs across functional workstreams.
Promoted to Consultant. Delivered strategy and financial modeling work across healthcare and public-sector clients.
Supported Fortune 50 clients on product strategy, operations transformation, and technology program management, delivering quantitative analyses driving growth and resource allocation decisions.
Analyzed spend data for a Fortune 500 airline to identify cost-reduction opportunities, benchmarking high-cost categories against peers and delivering recommendations that resulted in over $500K in projected savings.
Supported a community revitalization initiative in Hudson Yards during a major redevelopment phase, contributing research and analysis on local economic impact, infrastructure planning, and neighborhood disruption.