Career History
Deloitte Consulting LLP (2009 – 2025): Rose from Consultant to Senior Manager (promoted 2020) over a 16-year tenure. Held CFO-equivalent accountability across $644M in aggregate global development portfolios across 21 countries. These were embedded finance and operations roles with full P&L, compliance, and institutional fiduciary responsibility, not advisory engagements.
Most Recent: Lead Finance Partner, GPS. (Aug 2024 – Dec 2025): Served as Lead Finance Partner for a $238M multi-country international development portfolio covering 15 international entities. Pivoted the account from growth strategy to crisis financial management after abrupt federal policy shifts triggered Stop Work orders across multiple programs, protecting revenue and executing compliant wind-downs under compressed timelines. The same operating discipline was built over 16 years across international portfolios: control structure, audit readiness, pricing rigor, and cash visibility under constrained conditions.
BearingPoint (2005 – 2009): Junior and mid-level analyst roles across federal infrastructure, emerging markets, and public-sector advisory assignments, progressing from Senior Business Analyst to Financial Specialist / Scheduler. Supported senior client-facing consultants on financial modeling, project controls, and PMO work in McLean, VA and Jordan. Transitioned to Deloitte as a Consultant as a direct result of Deloitte acquiring BearingPoint's federal practice contracts in 2009.
Strategic Finance
Grants, Contracts & Compliance
Digital Transformation
- Directed finance operations for a $238M international development portfolio spanning 15 entities, holding sole accountability for P&L, compliance, audit readiness, and financial reporting across Deloitte GPS's international accounts.
- Standardized the procurement lifecycle, AP, and month-end close via Sage Intacct, accelerating client invoicing cycles and improving working capital visibility across the full portfolio.
- Enforced consistent ledger coding and vendor management through Source-to-Pay controls, enabling precise management reporting and audit-ready documentation across all active entities.
- Pivoted the portfolio from growth strategy to crisis financial management following Stop Work orders triggered by federal policy shifts, protecting program revenue and executing compliant wind-downs within compressed timelines.
- Executed Termination for Convenience protocols and structured financial wind-downs with no unresolved financial liabilities, managing asset disposition and local labor-law severance exposure across multiple jurisdictions.
- Led proposal pricing for $10M to $75M federal and state pursuits at DOE, EPA, NNSA, Library of Congress, California DWR, and NYSERDA as sole pricing SME across CPFF, T&M, and FFP structures.
- Directed finance strategy, P&L execution, AP, AR, payroll, and full audit readiness for a $75M USAID/Power Africa regional energy program across 10 countries, leading a team of 10 finance staff across 8 regional offices.
- Achieved 99.8% forecasting accuracy, capturing 100% of the $5.2M available fixed fee and restricting unspent variance to $122K through rigorous burn-rate modeling.
- Secured $5M in additional strategic funding for South Africa's Just Energy Transition by proving program performance to USAID through financial justifications tied to measurable output KPIs.
- Resolved a $7M international tax deadlock by restructuring invoicing from USD to ZAR, preventing a 15% budget overrun and enabling full input VAT recovery.
- Brought 5,771 MW of generation capacity to financial close and enabled 3.03M direct electricity connections by designing a Results-Based Financing framework tied to USAID/Power Africa performance indicators.
- Reduced global payment cycles by 10 days and improved invoice and expense accuracy by 25% by migrating manual procurement workflows to Sage Intacct.
- Built PowerBI dashboards integrated with Sage Intacct and developed activity-based budgeting tools tied to country and outcome-level spend, improving executive decision support for the Senior Leadership Team.
- Directed a $28.5M sub-award portfolio including McKinsey and CrossBoundary through rigorous Source-to-Pay vendor governance, maintaining clean annual audits and 100% allowable cost recovery.
- Managed a $3.5M Catalyzing Local Opportunities Grants Fund via Fluxx, deploying $2.7M in verified disbursements, unlocking $4M in commercial working capital, and driving 108,721 verified Solar Home System sales across Malawi.
- Identified $87.1M in municipal electricity revenue opportunities across 10 South African municipalities, realizing $3.1M by end of 2023 and training 125 municipal staff on revenue management, billing, metering, and controls.
- Managed VAT, payroll withholding, SARS compliance, USAID donor rules, and multi-currency treasury, securing clean audits across all operating jurisdictions throughout the program lifecycle.
- Executed full program closeout with no unresolved liabilities, including office decommissioning, asset disposition, labor retrenchment, SARS final financials, VAT recovery, and legal entity deregistration across South Africa and Zambia.
- Led full-cycle financial operations for a $20M USAID regional energy program across 8 Caribbean countries with a 6-person team, maintaining 100% FAR compliance across all budget execution, AP, AR, and reporting functions.
- Established operating infrastructure in Jamaica and Barbados, including legal entity registration, banking, leases, hiring, and procurement workflows, enabling immediate program launch and full financial control from day one.
- Shortened monthly financial reporting cycles by 5 days and improved asset tracking accuracy by 50% by standardizing ledger coding through automated accrual workflows.
- Governed a $7M sub-award and Procure-to-Pay ledger covering technical grid deliverables, including transmission planning and DigSilent power modeling, maintaining audit-ready documentation across all transactions.
- Managed a $1.5M regional clean energy grants fund, conducting 30+ grantee site visits and implementing one of the earliest Fluxx Grants Management System deployments in the USAID ecosystem.
- Delivered an energy benchmarking SaaS platform to 100+ PAHO healthcare facilities and CHTA hotel operators by directing agile vendor delivery through structured software procurement governance.
- Directed an 8-member cross-functional team on SACWIS/FACES child welfare system maintenance and enhancements, delivering all scheduled releases on time and within budget with near-zero system downtime.
- Maintained 100% responsiveness to CFSA caseworker inquiries by standardizing operational workflows through centralized resource allocation, agile triage protocols, and remote and onsite coordination.
- Protected child welfare data integrity and regulatory compliance by managing enhancement prioritization through structured change control boards, enforcing auditable financial documentation across all system modifications.
- Controlled project budget and managed all vendor activities, maintaining cost discipline and audit-ready financial documentation across all program expenditures.
- Directed FreeBalance IFMIS rollout across State Ministries of Finance in 10 South Sudan state governments on a $90M USAID governance program, covering chart of accounts configuration, revenue and expenditure accounting, and fiscal year-end preparation.
- Improved state fiscal management performance by up to 70% and achieved a 90% financial reporting compliance rate by deploying KPI-driven scorecards and budget execution oversight across all participating ministries.
- Built technical capacity across 100+ state government finance officers, delivering structured training that directly underpinned each state's ability to meet federal reporting standards and complete fiscal year-end procedures independently.
- Maintained IFMIS system continuity through the December 2013 civil conflict and severe macroeconomic volatility, sustaining financial operations without disruption to program reporting or budget execution.
- Managed forecasting, fund chain management, AP, AR, multi-currency reconciliation, and monthly payroll for a $219M multi-CLIN USAID program supporting 700+ personnel via Deltek Costpoint.
- Secured $19.5M in additional program funding by demonstrating execution velocity through rigorous burn-rate analysis and LOE expenditure modeling submitted to donor stakeholders.
- Maintained uninterrupted financial operations throughout active security constraints and rapid program drawdown by preserving liquidity controls and transaction continuity across all cost centers.
- Spearheaded the financial closeout of the program and full wind-down of Deloitte's Afghanistan entity, resolving all vendor settlements, managing asset disposition, and reconciling all accounts with no unresolved liabilities.
- Enforced 100% FAR and Deloitte financial policy compliance in a DCAA-adjacent, high-risk operational environment, serving as primary interface with external auditors throughout the program lifecycle.
- Assessed Jordan Ministry of Water and Irrigation ICT performance against the 2006 IT Master Plan using ITIL standards, SLAs, and change control protocols across a $2M innovation and ICT portfolio.
- Built an organizational performance management tool and supporting user manual, enabling KPI-driven tracking of department-specific service level agreements and improvement targets.
- Specified requirements for an automated service desk to replace legacy manual systems, reducing ICT response cycle times and strengthening change control discipline.
- Maintained the Integrated Master Schedule for the Walter Reed Army Medical Center transition to National Naval Medical Center, Fort Belvoir, and Malcolm Grow Medical Center, coordinating updates with the Army Corps of Engineers.
- Supported PPP feasibility assessments for Port of Aqaba terminals by building ROI and scenario analysis models, contributing to investor identification, financial bundling strategies, and market feedback capture.
- Built the PMIS and external project website for the Aqaba Development Corporation New Port Project and contributed to the National Project Management Unit's planning and reporting workflows.
- Reconciled subcontractor and consultant payments and maintained ETC versus current budget analyses across federal infrastructure and emerging markets engagements.
- Documented current-state process flows and non-value-added activities for business process reengineering and coordinated IT and project management training for field teams.
Lead Finance Partner: Global GPS Portfolios
Deloitte Consulting LLP
August 2024 - December 2025 | Ventura, CA
- Directed finance operations for a $238M international development portfolio spanning 15 entities, holding sole accountability for P&L, compliance, audit readiness, and financial reporting across Deloitte GPS's international accounts.
- Standardized the procurement lifecycle, AP, and month-end close via Sage Intacct, accelerating client invoicing cycles and improving working capital visibility across the full portfolio.
- Enforced consistent ledger coding and vendor management through Source-to-Pay controls, enabling precise management reporting and audit-ready documentation across all active entities.
- Pivoted the portfolio from growth strategy to crisis financial management following Stop Work orders triggered by federal policy shifts, protecting program revenue and executing compliant wind-downs within compressed timelines.
- Executed Termination for Convenience protocols and structured financial wind-downs with no unresolved financial liabilities, managing asset disposition and local labor-law severance exposure across multiple jurisdictions.
- Led proposal pricing for $10M to $75M federal and state pursuits at DOE, EPA, NNSA, Library of Congress, California DWR, and NYSERDA as sole pricing SME across CPFF, T&M, and FFP structures.
Director of Finance & Operations: Southern Africa Energy Program (SAEP)
Deloitte Consulting LLP
June 2017 - July 2024 | Pretoria, South Africa
- Directed finance strategy, P&L execution, AP, AR, payroll, and full audit readiness for a $75M USAID/Power Africa regional energy program across 10 countries, leading a team of 10 finance staff across 8 regional offices.
- Achieved 99.8% forecasting accuracy, capturing 100% of the $5.2M available fixed fee and restricting unspent variance to $122K through rigorous burn-rate modeling.
- Secured $5M in additional strategic funding for South Africa's Just Energy Transition by proving program performance to USAID through financial justifications tied to measurable output KPIs.
- Resolved a $7M international tax deadlock by restructuring invoicing from USD to ZAR, preventing a 15% budget overrun and enabling full input VAT recovery.
- Brought 5,771 MW of generation capacity to financial close and enabled 3.03M direct electricity connections by designing a Results-Based Financing framework tied to USAID/Power Africa performance indicators.
- Reduced global payment cycles by 10 days and improved invoice and expense accuracy by 25% by migrating manual procurement workflows to Sage Intacct.
- Built PowerBI dashboards integrated with Sage Intacct and developed activity-based budgeting tools tied to country and outcome-level spend, improving executive decision support for the Senior Leadership Team.
- Directed a $28.5M sub-award portfolio including McKinsey and CrossBoundary through rigorous Source-to-Pay vendor governance, maintaining clean annual audits and 100% allowable cost recovery.
- Managed a $3.5M Catalyzing Local Opportunities Grants Fund via Fluxx, deploying $2.7M in verified disbursements, unlocking $4M in commercial working capital, and driving 108,721 verified Solar Home System sales across Malawi.
- Identified $87.1M in municipal electricity revenue opportunities across 10 South African municipalities, realizing $3.1M by end of 2023 and training 125 municipal staff on revenue management, billing, metering, and controls.
- Managed VAT, payroll withholding, SARS compliance, USAID donor rules, and multi-currency treasury, securing clean audits across all operating jurisdictions throughout the program lifecycle.
- Executed full program closeout with no unresolved liabilities, including office decommissioning, asset disposition, labor retrenchment, SARS final financials, VAT recovery, and legal entity deregistration across South Africa and Zambia.
Director of Finance & Operations: Caribbean Clean Energy Program (CARCEP)
Deloitte Consulting LLP
November 2015 - May 2017 | Kingston, Jamaica
- Led full-cycle financial operations for a $20M USAID regional energy program across 8 Caribbean countries with a 6-person team, maintaining 100% FAR compliance across all budget execution, AP, AR, and reporting functions.
- Established operating infrastructure in Jamaica and Barbados, including legal entity registration, banking, leases, hiring, and procurement workflows, enabling immediate program launch and full financial control from day one.
- Shortened monthly financial reporting cycles by 5 days and improved asset tracking accuracy by 50% by standardizing ledger coding through automated accrual workflows.
- Governed a $7M sub-award and Procure-to-Pay ledger covering technical grid deliverables, including transmission planning and DigSilent power modeling, maintaining audit-ready documentation across all transactions.
- Managed a $1.5M regional clean energy grants fund, conducting 30+ grantee site visits and implementing one of the earliest Fluxx Grants Management System deployments in the USAID ecosystem.
- Delivered an energy benchmarking SaaS platform to 100+ PAHO healthcare facilities and CHTA hotel operators by directing agile vendor delivery through structured software procurement governance.
Program Manager: DC FACES - Child and Family Services Agency (CFSA)
Deloitte Consulting LLP
June 2015 - October 2015 | Washington, DC
- Directed an 8-member cross-functional team on SACWIS/FACES child welfare system maintenance and enhancements, delivering all scheduled releases on time and within budget with near-zero system downtime.
- Maintained 100% responsiveness to CFSA caseworker inquiries by standardizing operational workflows through centralized resource allocation, agile triage protocols, and remote and onsite coordination.
- Protected child welfare data integrity and regulatory compliance by managing enhancement prioritization through structured change control boards, enforcing auditable financial documentation across all system modifications.
- Controlled project budget and managed all vendor activities, maintaining cost discipline and audit-ready financial documentation across all program expenditures.
State Public Financial Management Team Lead: Strengthening Core Economic Governance Institutions in South Sudan II (CORE II)
Deloitte Consulting LLP
May 2012 - May 2015 | Juba, South Sudan
- Directed FreeBalance IFMIS rollout across State Ministries of Finance in 10 South Sudan state governments on a $90M USAID governance program, covering chart of accounts configuration, revenue and expenditure accounting, and fiscal year-end preparation.
- Improved state fiscal management performance by up to 70% and achieved a 90% financial reporting compliance rate by deploying KPI-driven scorecards and budget execution oversight across all participating ministries.
- Built technical capacity across 100+ state government finance officers, delivering structured training that directly underpinned each state's ability to meet federal reporting standards and complete fiscal year-end procedures independently.
- Maintained IFMIS system continuity through the December 2013 civil conflict and severe macroeconomic volatility, sustaining financial operations without disruption to program reporting or budget execution.
Finance Manager: Afghanistan Civil Service Support (ACSS) Program
Deloitte Consulting LLP
May 2010 - April 2012 | Kabul, Afghanistan
- Managed forecasting, fund chain management, AP, AR, multi-currency reconciliation, and monthly payroll for a $219M multi-CLIN USAID program supporting 700+ personnel via Deltek Costpoint.
- Secured $19.5M in additional program funding by demonstrating execution velocity through rigorous burn-rate analysis and LOE expenditure modeling submitted to donor stakeholders.
- Maintained uninterrupted financial operations throughout active security constraints and rapid program drawdown by preserving liquidity controls and transaction continuity across all cost centers.
- Spearheaded the financial closeout of the program and full wind-down of Deloitte's Afghanistan entity, resolving all vendor settlements, managing asset disposition, and reconciling all accounts with no unresolved liabilities.
- Enforced 100% FAR and Deloitte financial policy compliance in a DCAA-adjacent, high-risk operational environment, serving as primary interface with external auditors throughout the program lifecycle.
ICT Advisor: Information Technology Master Plan - Implementation Phase (ITMP-IP)
Deloitte Consulting LLP
May 2009 - April 2010 | Amman, Jordan
- Assessed Jordan Ministry of Water and Irrigation ICT performance against the 2006 IT Master Plan using ITIL standards, SLAs, and change control protocols across a $2M innovation and ICT portfolio.
- Built an organizational performance management tool and supporting user manual, enabling KPI-driven tracking of department-specific service level agreements and improvement targets.
- Specified requirements for an automated service desk to replace legacy manual systems, reducing ICT response cycle times and strengthening change control discipline.
Financial Specialist / Sr. Business Analyst
BearingPoint
September 2005 - April 2009 | Global
- Maintained the Integrated Master Schedule for the Walter Reed Army Medical Center transition to National Naval Medical Center, Fort Belvoir, and Malcolm Grow Medical Center, coordinating updates with the Army Corps of Engineers.
- Supported PPP feasibility assessments for Port of Aqaba terminals by building ROI and scenario analysis models, contributing to investor identification, financial bundling strategies, and market feedback capture.
- Built the PMIS and external project website for the Aqaba Development Corporation New Port Project and contributed to the National Project Management Unit's planning and reporting workflows.
- Reconciled subcontractor and consultant payments and maintained ETC versus current budget analyses across federal infrastructure and emerging markets engagements.
- Documented current-state process flows and non-value-added activities for business process reengineering and coordinated IT and project management training for field teams.