I've spent thirty years in strategic planning, budgeting, project controlling, and corporate finance — across both public and private companies, in roles ranging from corporate controller to CFO. Along the way I've been the person cross-functional teams call in when a business process problem needs to get fixed fast, with a real bottom-line impact, not just a memo about it.
Living and working abroad changed how I think about business more than anything else could have. You learn quickly that "how it's done" depends entirely on who you're doing it with — and that perspective has shaped how I approach every engagement since, especially the ones with an international component. I'm fluent in German, which matters more than you'd expect when a meaningful share of the work runs through Europe.
A lot of my work has centered on timing-critical projects — integrations, divestitures, situations where the clock is already running before anyone calls. I'm able to walk into a new situation, assess what's actually going on quickly, and build a plan that accounts for the real constraints on time and budget, not a theoretical version of the problem.
I've worked in multiple roles for both public and private companies over thirty years. Living and working abroad gave me a perspective on how business gets done differently, and how to work across cultures and backgrounds — not just in theory, but in the room.
I've also spent a lot of that time on projects where timing was everything, particularly around integrations and divestitures. I can walk into almost any situation, assess it quickly, and build a plan for success that respects the real time and cost constraints in front of it — not the constraints on paper.
And I've built a wide network of business and personal contacts over three decades — people I can call when a second opinion on approach actually matters. That's not something you can shortcut. It's built one relationship at a time, over a career.