FP&A and finance transformation executive — fifteen years across regional banks from $15B to $125B in assets. I lead the planning, profitability, and analytics functions that put honest numbers in front of CEOs, CFOs, and boards — and I personally build the AI-enabled systems that keep them honest, from governed forecasting platforms to the agentic tools on this site.
Leading the post-merger Finance Enterprise Analytics & Transformation team for a combined $117B bank — consolidating four LOB analytics groups into one enterprise function, and advancing the transformation through AI-assisted development, Databricks, and workflow automation.
Led Strategic Finance for Wholesale Banking ($25B loans), Corporate & Investment Banking, and Treasury Payment Solutions — the FP&A seat in CEO/CFO quarterly business reviews.
Built and deployed the bank’s financial analytics platform within six months of hire — a 50M+ record model connecting ERP/GL to loan, deposit, securities, and profitability drivers.
Owned FP&A for the $40B+ geography-based Regional Banking segment — and took its reporting team from peer laggard to peer leader.
QRM balance-sheet, NII, and risk-scenario modeling in Corporate Treasury — contributing to ALCO packages, CCAR, and M&A rate-risk analysis.
Rotational finance leadership program across the investment portfolio, investor relations, and asset/liability management.
Six functional systems and 60 capabilities of a bank FP&A mandate — every node scored by role experience plus the agentic tools I've shipped, with each product's territory drawn over the ground it covers. Hover a capability for the receipts; chips link to each product.
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The map above scores sixty capabilities. Underneath them sit six functional systems every bank FP&A function runs on — here's where I've carried each one.
Driver-based forecasting and scenario modeling with governed assumptions — a 60-month planning platform where AI proposes, deterministic code computes, and a human approves. Budget cycles run on a published calendar with structured buy-in, from a $40B segment to a $117B enterprise.
Segment reporting at a public-bank standard — company to segment to the individual banker. The QBR seat with CEOs and CFOs, variance that decomposes into drivers, and peer benchmarking grounded in regulatory data, never anecdote.
Embedded finance partnership for commercial, CIB, and treasury businesses. Business-case-to-pro-forma and project-ROI frameworks, two-tier investment governance, expense discipline with a productivity link, and incentive design aligned to strategy.
Two ALM seats: QRM balance-sheet, NII, and risk-scenario modeling, ALCO packages, CCAR/DFAST. Today: the FTP working group, deposit-beta modeling, and a system that connects Treasury assumptions back to LOB assumptions.
Led finance diligence on an acquisition — revenue and workforce durability, normalized earnings power, retention design. A live merger-of-equals integration. De novo market and banker-liftout playbooks, productized.
Consolidated four analytics groups into one enterprise function of ten. A 50M+ record data model behind the bank’s most-used dashboard. Peer laggard to peer leader, twice — and a bench built on autonomy, domain authority, and distillation.