EVP, Value Creation, Strategy & Analytics - Swissport International
(2025-10)
$1B+ aviation services, 50+ stations, 10K+ employees
- Founded the Value Creation & Strategy function from zero — recruited the team, designed the operating model, and wired governance cadences that convert planning data into tracked financial outcomes.
- Institutionalizing a value-creation operating rhythm — benefit realization tracked against targets, executive reporting cadence in place, and continuous improvement embedded across every station function.
- Unlocked $60M+ in value within six months — $55M new business pipeline and $5M in scope recapture — by fusing planning analytics with market and capacity intelligence.
- Developed a Commercial Whitespace framework to systematically surface high-margin growth opportunities — enabling the commercial team to prioritize incremental business that maximizes margin contribution and accelerates competitive wins
- Architected an enterprise BI portal that retired manual daily/weekly reporting — consolidating planning, rostering, and actuals into a single exception-based intelligence layer that tells leaders what needs attention, not what they already know.
- Engineered an end-to-end audit loop — labor planning through rostering to actuals — with proactive deviation alerts that put station leaders ahead of problems before schedules lock.
VP, Financial Planning & Analysis - Aeris IoT SaaS
(2024-04 - 2025-09)
IoT connectivity SaaS platform, $200M revenue – scaling to $500M by '27
- Spearheaded a five-firm investment roadshow in Q4 2025 — architecting the financial models and valuation framework that underpinned the company's pre-money story.
- Restructured commission architecture for a 70+ member global sales force and launched a deal desk — closing revenue leakage from off-book structures and sharpening SaaS market penetration.
- Built a finance function from the ground up — grew FP&A from one analyst to eleven, unified data architecture across business units, eliminated manual consolidation, and tied the 3-year strategic roadmap to investor-grade KPIs that held up under due diligence scrutiny.
- Instituted business-level P&L accountability — embedding financial ownership into product and commercial decisions and giving leadership clear sight lines into revenue and cost drivers across every line of business.
Senior Director, Operations Strategy & Contract Services - Spirit Airlines
(2019-01 - 2024-05)
ULCC carrier, $1B+ contract ops spend, 6,000 employees
- Managed $1B+ in contracted operations spend through a 40%+ network expansion — analytics-driven entry into 15+ new airports, 15 partner transitions executed without disruption, and $8M in rebates captured with 30% productivity gains.
- Generated $54M in ancillary revenue growth by coupling systematic pricing optimization with KPI-driven commercial planning — turning operational constraints into margin opportunities.
- Overhauled the operating model — integrating commercial and operational planning into a single data infrastructure that compressed cycle time and sharpened margin visibility across the network.
- Orchestrated network restructuring and vendor renegotiations — arming executive leadership with financial models that quantified every trade-off and drove fleet and route decisions.
Director, Resource Planning & FP&A - United Airlines
(2015-01 - 2019-01)
14+ years, world's largest airline by network
- Directed a 20-person team stewards of a $2B operations budget across 250+ airports and 25,000 employees — surfacing $250M in cost savings, ratifying a 5-year union labor contract, and deploying $50M in ramp automation ahead of industry inflection.
- Served as the analytical backbone behind multi-year capital allocation and labor strategy — scenario models that gave executive leadership the analytical confidence to make billion-dollar network decisions.
Director, Business Management - United Airlines
(2012-01 - 2015-01)
- Inherited a 95-person organization with a $550M budget, fractured team culture, and broken trust with internal stakeholders — rebuilt leadership, reset the culture, and within 18 months turned it into the highest-performing team in the division.
- Delivered $27M (25%) in cost reduction, secured $400M+ for O'Hare expansion, and transitioned 3,000+ employees to biometric scheduling without disruption.
Sr. Manager Enterprise Optimization / Manager Finance / Finance Controller - United Airlines
(2004-11 - 2012-01)
- Sr. Manager Enterprise Optimization / Manager Finance / Finance Controller — laid the analytical and financial control foundation across Newark and Chicago hubs; the cost-tracking, variance reporting, and FP&A infrastructure built here scaled with the business for a decade.
