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I build bridges between financial strategy and operational execution—driving business outcomes through analytical rigor and cross-functional leadership.
Most finance leaders excel at analyzing the business. I've spent my career learning to change it.
My career has taken me through three distinct phases, each building on the last: building products at Deloitte, advising on high-stakes transactions at Barclays, and now operating inside the business at Seviroli Foods.
At Deloitte, I didn't just consult—I built. I led teams that created analytics platforms from scratch, generating over $150M in client project sales. This taught me that the best solutions come from deeply understanding problems, not from jumping to answers.
At Barclays, I advised CFOs and PE sponsors on their most important decisions—$650M acquisitions, $400M IPOs, complex debt structures. I learned that financial engineering only works when you understand the operational reality beneath the numbers.
Now at Seviroli Foods, I'm putting it all together. As VP of Finance, I report directly to the CFO and CEO, coordinating across sales, procurement, manufacturing, and logistics. Every financial metric tells a story about the business—my job is to read that story and improve it.
I believe the best operators combine the analytical precision of a CFO with the execution mindset of a COO. Here's the framework I've developed across a decade of building, advising, and operating.
At Deloitte, I facilitated 15+ design workshops before writing a single line of code. The discipline of deeply understanding a problem before solving it has shaped everything I do. When I evaluate a pricing decision or vendor negotiation, I start by mapping the full system—not by jumping to a spreadsheet.
Every financial outcome is the result of operational inputs. Gross margin isn't just a number—it's the sum of pricing decisions, vendor relationships, production efficiency, and logistics costs. My job is to trace the threads backward and find the levers that actually move.
The biggest friction in any organization isn't between companies—it's between departments. Sales wants flexibility, operations wants predictability, finance wants visibility. My role is to build the systems and processes that align these incentives toward shared outcomes.
Good operators build systems, not just solutions. When I solve a problem, I'm thinking about how to solve it permanently—through better processes, better tools, and better information flows. The goal isn't just to fix today's issue; it's to prevent tomorrow's.
Analysis without action is just overhead. I've learned that how you present information matters as much as what you present. Whether it's a rating agency, a PE sponsor, or a production manager, I tailor the message to drive the decision.
Each chapter has added a new dimension to how I create value—from building products, to advising on transactions, to operating inside the business.
This is where finance meets the factory floor. I report directly to the CFO and CEO, serving as the connective tissue between financial strategy and operational execution across a multi-facility food manufacturing operation.
Driving margin improvement through pricing analysis, vendor negotiations, and cost control programs
Leading internal reporting improvements to create visibility into margin drivers by product, customer, and channel
Aligning sales, procurement, manufacturing, and logistics on integrated demand and production planning
Guiding ERP implementation across finance and operations, redesigning workflows across departments and warehouses
Supporting strategic acquisition analysis and due diligence for growth opportunities
Three years advising consumer and retail companies on M&A, IPOs, and complex capital structures. This was my masterclass in financial engineering—learning what drives enterprise value and how to structure transactions that create it.
Built detailed LBO, DCF, comparables, and precedent transaction models for M&A and capital markets transactions
Oversaw credit memos and paydown models for debt issuance and lender amendments, highlighting risks and mitigants
Orchestrated deal execution across global offices (US, UK, Japan), managing complex coordination challenges
Managed and mentored junior bankers, driving collaboration across banking teams and product groups
Detailed case studies available in the Case Studies section
Pursued an MBA in Management Science and Quantitative Methods to deepen my analytical toolkit and prepare for the transition from consulting to finance. Tuck's tight-knit community gave me the opportunity to develop leadership skills through campus organizations while building a strong foundation in corporate finance and valuation.
Major: Management Science and Quantitative Methods
Coursework in corporate finance, valuation, econometrics, operations research, and decision analysis.
Focused on building the quantitative foundation needed for investment banking and corporate finance roles.
Barclays Investment Banking (Summer 2021): Summer Associate in the Global Consumer Retail Group, leading to full-time offer and return in 2022.
Four transformative years building products, not just decks. I started as an analyst in InsightStudio and grew into a consultant leading teams that built Deloitte's flagship analytics platforms from the ground up. This was my product development and design thinking bootcamp.
Led InsightIQ launch and major client engagements
Managed product teams, co-founded M&A Growth Accelerator, created SupplyPRISM
Led cross-functional teams building analytical tools, facilitated design workshops
Detailed case studies available in the Case Studies section
University Honors graduate with a foundation in information systems, data analysis, and human-centered design. The School of Information's interdisciplinary approach—combining technology, analytics, and user experience—gave me a unique perspective that I've carried throughout my career.
Coursework spanning information systems, database management, data analysis, UX design, and organizational behavior. The program emphasized understanding how people interact with information and technology—a perspective that proved invaluable when building analytics platforms at Deloitte.
Select projects and transactions that demonstrate my approach to value creation—from product development to complex M&A advisory.
Buy-side advisory for Japanese acquirer purchasing UK-based sushi retailer with significant US operations
Zensho, Japan's largest food service company, sought to acquire Snow Fox, a UK-based grab-and-go sushi concept owned by Mayfair Equity Partners. The transaction involved three countries, multiple time zones, and complex due diligence of US retail operations.
Led development of comprehensive financial models including LBO, DCF, and comparables analysis. Orchestrated collaboration between Barclays' Japan and London offices to ensure smooth client material delivery. Managed due diligence of US operations, coordinating information requests and analysis across time zones.
Transaction closed successfully. Key learning: Cross-border deals require more than financial modeling—they require understanding different business cultures and communication styles. I learned to adapt materials and processes for different audiences while maintaining analytical rigor.
Joint bookrunner for $400M IPO and subsequent $180M secondary offering of beauty tech company
Oddity, a tech-powered beauty company with brands including Il Makiage and SpoiledChild, sought to access public markets during a challenging IPO environment. The company needed to articulate its tech differentiation and growth story to public market investors.
Prepared financial models assessing valuation, transaction multiples, and credit metrics. Coordinated directly with the CFO and management team on sales memo creation, committee materials, and due diligence processes for both the IPO (July 2023) and secondary offering (March 2024).
Both offerings closed successfully, with the IPO pricing at $35/share (top of range). Key learning: In equity capital markets, story matters as much as numbers. The challenge was helping investors understand Oddity as a tech company that happens to sell beauty products, not vice versa.
Sole structuring advisor and bookrunner for inaugural WBS of PE-backed fast casual restaurant chain
Whole business securitization (WBS) allows restaurant companies to access debt markets by securitizing their franchise royalties and company-owned store cash flows. For Qdoba, this was an inaugural issuance requiring extensive education of rating agencies and investors.
Developed valuation materials and rating agency presentations as sole structuring advisor and bookrunner. Managed assembly of legal documentation. Collaborated directly with Qdoba's CFO and Butterfly Equity (the PE sponsor) to gather financial information and documentation for material preparation.
Transaction closed at $305M with investment-grade ratings. Key learning: Structured finance requires translating complex financial mechanics into simple narratives. The rating agencies and investors need to understand not just the structure, but the underlying business—and that requires knowing the operations as well as the finance.
Led launch of Deloitte's cloud-based consumer analytics platform, generating $10M+ in sales and $30M pipeline in under 4 months
InsightIQ was designed to democratize consumer analytics for CPG and retail clients. The platform integrated multiple data sources (POS, panel, social, syndicated) into a single cloud-based interface, enabling faster and more comprehensive consumer insights.
Led go-to-market strategy and execution for platform launch. Managed client demos, sales enablement, and pipeline development. Coordinated with product, engineering, and practice leadership to align capabilities with market needs.
Generated $10M+ in closed sales and built a $30M qualified pipeline within four months of launch. Key learning: Product-market fit isn't found in a conference room—it's found in customer conversations. The rapid iteration between client feedback and product development was what made InsightIQ successful.
Created Deloitte's flagship supply chain analytics platform from concept to deployment
Supply chain leaders were drowning in data but starving for insights. They had visibility into inventory levels, transportation costs, and supplier performance—but couldn't connect these operational metrics to financial outcomes like working capital, service levels, and P&L impact.
Led creation of SupplyPRISM from initial concept through deployment. Managed solution design, development oversight, and client pilots. Worked with practice leadership to integrate platform into Deloitte's supply chain consulting methodology.
SupplyPRISM supported over $150M in client project sales, becoming a core asset in Deloitte's supply chain practice. Key learning: The breakthrough wasn't the visualization—it was connecting operational data to financial outcomes. Supply chain leaders don't just want to see their data; they want to understand how operational decisions affect the P&L.
Guided Nestlé USA through $3B frozen portfolio transition from direct-store to warehouse delivery
Nestlé USA was transitioning its $3B frozen food portfolio from direct-store delivery (DSD) to warehouse delivery—a fundamental shift in go-to-market strategy. This included supporting the $1.75B ice cream divestiture to Froneri (JV with PAI Partners).
Led analytical workstreams supporting the transition strategy. Developed models to assess route-to-market economics, customer service implications, and stranded cost mitigation. Created materials for executive decision-making and board presentations.
Transition executed successfully, and ice cream divestiture closed at $1.75B. Key learning: Large-scale operational transformations require connecting every decision to financial impact. The model wasn't just about logistics—it was about helping executives understand the P&L implications of every choice.
LBO, DCF, comparables, precedent transactions, credit analysis, paydown models
Buy-side and sell-side execution, due diligence, valuation, deal structuring
IPO execution, debt issuance, whole business securitization, rating agency engagement
Budgeting, forecasting, variance analysis, margin analysis, KPI development
Supply chain optimization, demand planning, production scheduling, inventory management
Aligning sales, procurement, manufacturing, and logistics toward integrated outcomes
Workflow redesign, ERP implementation (NetSuite), system integration
Platform design, go-to-market strategy, user research, agile development
My goal is to lead business operations at a company where I can apply both financial strategy and operational execution to drive meaningful outcomes.
I'm looking for a role where I can sit at the intersection of CFO and COO—where analytical rigor meets operational reality. I want to be accountable not just for understanding the numbers, but for changing them.
Businesses with real operational challenges—manufacturing, supply chain, multi-channel distribution—where there's substance to optimize, not just numbers to analyze.
Organizations that value analytical rigor and want to make decisions based on facts, not intuition alone. Where building better information systems creates competitive advantage.
Roles that span traditional boundaries—where I can influence sales, operations, and finance together, not just one function in isolation.
Companies focused on building real value—through operational improvement, strategic growth, or both. Where the work directly connects to business outcomes, not just activity.
I recharge outdoors. Whether it's skiing, running, or fishing, I find that physical activity clears my head and gives me perspective on problems I'm working through.