I’ve built a 20+ year career at the intersection of financial stability, regulatory engagement, and enterprise risk—developing and leading programs that align business performance with robust governance.

Starting in internal audit and compliance roles, I quickly advanced into risk leadership positions spanning operational, regulatory, information security, and third-party risk. At Bank of America, I played a hands-on role in the integration of LaSalle Bank, Countrywide, and Merrill Lynch—three complex acquisitions that required coordinated oversight across risk, control, and financial disciplines.

At Wells Fargo and Bremer Financial, I led enterprise-wide issue management, customer remediation, risk transformation, and board-level reporting. I’ve maintained consistent engagement with regulators, overseeing the closure of major findings, enhancing control environments, and improving risk ratings across key categories. I regularly partnered with boards of directors and executive teams to embed risk as a strategic enabler—not just a safeguard.

Strategic planning and business transformation have been throughlines across every phase of my career. At Synchrony Financial, I led the annual strategic planning cycle for the payment solutions business, delivering new pricing models and product innovations that generated $115M in incremental revenue. I also played a central role in IPO readiness initiatives as the company prepared to separate from GE Capital and list as an independent public entity.

Earlier in my career at Bank of America, I supported corporate-level M&A efforts, including integration and synergy realization for large-scale acquisitions. My work spanned finance, controls, and strategy, often involving direct engagement with product teams and senior executives to align post-merger goals with long-term growth.

Whether leading strategic initiatives, executing growth trials, or refining joint venture governance, I’ve focused on aligning operational capacity with long-term ambition—driving value across both private and publicly traded institutions.

Beyond corporate roles, I’ve been an active investor and operator across a diverse portfolio of businesses. As Partner and CFO of a private investment group, I managed holdings across real estate, automotive, entertainment, and hospitality—generating $92M in annual revenue and driving cost reductions through automation, outsourcing, and renegotiated capital terms.

I continue to advise and consult with small business owners on financial operations, growth planning, and capital structure—bringing real-world insights from both sides of the ownership table. I also invest as a limited partner in private equity and venture capital funds focused on scalable, high-impact ventures.

These hands-on experiences have shaped a practical, operator's mindset that complements my institutional background—making me uniquely equipped to navigate both macroeconomic complexity and the day-to-day realities of running a business.