Senior Financial Analyst in the FP&A function supporting a $60B+ midstream energy enterprise. The reporting cycle structures the month: week one is close and variance analysis, week two is forecast updates and operations meetings, week three is management reporting, week four is margin and commercial reporting. Every week tells a different part of the story.
- Build and maintain dynamic financial models for monthly forecasts, annual budgets, and 5-year strategic plans
- Deliver variance analysis and executive commentary identifying performance drivers and actionable insights for senior leadership
- Partner with business unit leaders to validate forecasts and align financial plans with field operations
Co-founded Archon with three partners during COVID-19 — a drone services company serving commercial real estate clients across DFW. CFO handling all financial planning, forecasting, and business modeling, and Chief Pilot overseeing all flight plans and UAV operations. Built everything from zero: business development, market research, process design, and financial infrastructure.
Elevated to Specialist handling higher-complexity defense programs across FFP and CPFF contract types. On FFP programs — where you bid a contract value and keep or absorb any variance — every margin improvement is real money.
- Accelerated $8M in revenue recognition through strategic accruals on a $17M FFP program
- Built a statistical forecasting tool achieving 10% improvement in forecast accuracy organization-wide
- Generated scenario analysis and cash flow profiles for a $500M strategic pursuit
- Identified an at-risk program and developed risk mitigation strategies that protected program profitability
Managing a $100M+ program portfolio while leading a data infrastructure overhaul. The margin improvement work was methodical: review contract type, audit cost and manpower schedules against bid assumptions, then work directly with PMs and functional leads to find execution efficiencies.
- Managed 6 active programs worth ~$100M across two program groups
- Improved profit margins 9–40% on FFP programs by identifying execution efficiencies below bid
- Established earned value framework and control account management for a 13-project franchise program ($100M+)
- Led data infrastructure modernization: migrated to SQL/Snowflake, implemented Power BI and Alteryx
Joined during the L3-Harris merger. Almost the entirety of my original team was laid off or departed. Pivoted, landed in a compensation data role, and gained rare exposure working in a leadership office — watching how executives navigate a 50,000-person merger from the inside.
- Reduced reporting from 32 manual reports to 1 Tableau dashboard — saving 75+ hours/month ($36K annually)
- Led storyboarding and data definition for a New Business Pipeline Dashboard tracking 5-year contract lifetime value
- Served as Interim Segment Lead: facilitated vendor transitions and supported 10+ executive relocations
- Resolved $2M in aged subcontractor invoices through cross-functional partnership
Selected as Principal Consultant — leading MBA teams on real client engagements including a semester-long project with Lockheed Martin, and serving as team lead and coach for first-year MBA consultants. The consulting work was where the bridge between engineering and finance was actually built and tested.
Designed and built a deployable UAV for surveillance and search-and-rescue. A rocket launched to 30,000 feet deploys a canister containing the quadcopter UAV, which descends and begins autonomous operations. Ran from theoretical design through fabrication, testing, and critical design review before industry professionals.
This is where the problem-solving methodology was formed. Systems thinking, hard constraints, designing under uncertainty. I still use this approach every time I build a financial model: identify the system, decompose the variables, solve for the unknowns.