New York, New York, United States
AI will not transform companies on its own. Most organizations approach AI backwards, investing in tools without changing how decisions are made, how capital is deployed, or how their operating model functions. That is why most AI initiatives fail to create real economic value. I operate at the intersection of finance, operations, and technology, focused on turning AI, data, and automation into measurable business outcomes. My work centers on integrating AI into core operating and financial models: improving decision quality, increasing capital efficiency, and redesigning workflows at scale. My background spans FP&A, M&A, and corporate finance, including leading complex carve-outs and enterprise transformation initiatives. I have built and led high-performing teams across global, matrixed organizations. I believe AI is not just a technology shift, it is more importantly a change in how organizations operate. The companies that will win are those that integrate AI into their core business model, not those that treat it as an add-on.
Leading enterprise-wide transformation across finance, data, and AI to redesign operating models, improve decision-making, and drive capital efficiency across Siemens Mobility in the Americas. Focus on integrating AI and data into core financial and operational processes, shifting from fragmented use cases to scalable, enterprise-level adoption that directly impacts performance, transparency, and profitability. Drive the evolution of finance from reporting and control toward a forward-looking, decision-centric function, enhancing forecasting, capital allocation, and risk visibility through data-driven systems and automation. Partner across finance, operations, and technology to align business strategy with execution, embedding advanced analytics and AI into how the organization operates and makes decisions. Serve as a trusted advisor to senior leadership, shaping transformation priorities and ensuring alignment between financial strategy, operating model design, and long-term value creation. Previously led Finance Excellence initiatives, including the development of standardized operating models, process redesign, and enterprise analytics capabilities to improve accountability, scalability, and financial performance.
Owned financial planning, performance management, and corporate controlling across Siemens Mobility’s North-America’s operations, shaping executive decision-making, capital allocation, and overall business performance. Directed the M&A carve-out of Siemens Mobility Division from Siemens AG, ensuring business continuity, operational readiness, and alignment of financial structures with long-term strategic objectives. Redesigned financial planning and forecasting capabilities by introducing advanced, scenario-based models to improve decision quality, increase transparency, and enable faster, data-driven responses to changing business conditions. Served as Interim Head of Strategy, leading market intelligence and supporting go-to-market and strategic initiatives in close collaboration with senior leadership. Oversaw financial operations for Corporate HQ and Real Estate, including cost allocation frameworks and performance management systems, improving cost efficiency and organizational transparency.
Led financial planning, performance management, and controlling for a $1.6B North American business, covering manufacturing, field operations, and large-scale infrastructure projects. Owned financial visibility across the division—driving profitability, forecasting, and performance transparency in a complex, project-based environment. Partnered closely with business leadership to support operational and strategic decision-making, aligning financial plans with execution across multiple functions. Built and developed the Division Performance Controlling function, establishing a strong finance team focused on accuracy, accountability, and business alignment. Enhanced reporting and performance management processes to improve insight generation, increase transparency, and support more effective decision-making.
• Responsible for Full-Cycle P&L for several sites across the US for the $350M US based Water Technology Project & Products business. Directly implemented successful design-to-cost (DTC) initiative, resulted in several Million Dollars saved and enabled significant growth above market • Developed and implemented operational controls, enhancing integrity, accuracy and efficiency.
• As Lead Analyst provided deep financial and economic analysis to executive management. • Responsible for all financial executive management reports for the $10B North American Sector.
• Full end-to-end responsibility for several complex budget cycles as the financial reporting lead, for a $8B US Sector
- Analyst for working capital management at a $4bn company - co-lead the newly implemented Asset Management Initiative - applied gained knowledge in Diploma thesis on working capital management
Managed all IT related topics for small businesses (travel office call center, engineering office, etc. ), developed individual network security solutions, developed and managed server solutions.