Functional Skills
Business Analytics
Post-Merger Integration
Financial Modeling
Strategic Planning
Business Development
Divestitures
Customer Relationship Management
Budgeting
Operational Efficiency
Employee Engagement
Sales Operations
Venture Capital Investing
Commercial Due Diligence
Software Skills
Microsoft Excel
Microsoft PowerPoint
Microsoft Word
Sector Experience
Agriculture
Automotive
Industrials
Manufacturing
Technology
Languages
English
Countries Worked In
AR AU AT BR CA CN FI FR DE IN NZ PL ZA SE CH GBExperience
AGCO Corporation
Corporate Strategy & Development
Dir./Head AGCO/PTx M&A, AGCO Ventures & Business Transformation
11/2024 - 10/2025
Lead negotiations, structuring, due diligence, and integration planning for all mergers, acquisitions, joint ventures, and divestitures, preparing materials for Senior Leadership and Board of Directors' approval.
• Chair the AGCO Ventures Advisory Committee, overseeing investment recommendations and ensuring continuous improvement of the Venture playbook and governance processes.
• Serve on boards and investment advisory committees, representing AGCO’s strategic and financial interests while ensuring alignment with long-term objectives.
Highlights:
◊ Head the successful integration of several key acquisitions, improving operational efficiency.
◊ Orchestrate the refinement of the AGCO Ventures investment strategy, leading to more efficient processes and stronger returns on venture investments.
• Chair the AGCO Ventures Advisory Committee, overseeing investment recommendations and ensuring continuous improvement of the Venture playbook and governance processes.
• Serve on boards and investment advisory committees, representing AGCO’s strategic and financial interests while ensuring alignment with long-term objectives.
Highlights:
◊ Head the successful integration of several key acquisitions, improving operational efficiency.
◊ Orchestrate the refinement of the AGCO Ventures investment strategy, leading to more efficient processes and stronger returns on venture investments.
AGCO Corporation
Corporate Strategy & Development
Director, FUSE Go-To-Market Team, PTx M&A and AGCO Ventures
5/2022 - 10/2024
Led the integration of PTx Trimble products sold through AGCO equipment dealers.
• Executed mergers and acquisitions for PTx, leading the successful acquisition
of FarmFacts, which closed on January 1, 2024.
• Served on multiple boards and advisory committees, including Greeneye Technology, Innova Ag Innovation Fund, and Apex.AI, aligning investments with strategic goals.
Highlights:
◊ Drove strategy to activate 350 dealers globally, shepherding adoption of Smart farming solutions to further an expected $150M in incremental sales by 2028.
◊ Achieved impressive increase in employee engagement, improving from 58% to 73% between 2022 and 2023, through enhanced leadership practices and team collaboration.
◊ Attained a 100% Manager Effectiveness Score in 2023 and maintained a high score of 94% in 2024, demonstrating strong leadership and team management.
◊ Navigated organizational changes, maintaining a 60% Employee Engagement Score in 2024 despite staff reductions and reorganization challenges.
◊ Delivered $400M in sales performance in 2024, successfully meeting targets in an industry that declined by ~20%.
◊ Optimized factory guidance take rates and increased aftermarket sales by 13%.
• Executed mergers and acquisitions for PTx, leading the successful acquisition
of FarmFacts, which closed on January 1, 2024.
• Served on multiple boards and advisory committees, including Greeneye Technology, Innova Ag Innovation Fund, and Apex.AI, aligning investments with strategic goals.
Highlights:
◊ Drove strategy to activate 350 dealers globally, shepherding adoption of Smart farming solutions to further an expected $150M in incremental sales by 2028.
◊ Achieved impressive increase in employee engagement, improving from 58% to 73% between 2022 and 2023, through enhanced leadership practices and team collaboration.
◊ Attained a 100% Manager Effectiveness Score in 2023 and maintained a high score of 94% in 2024, demonstrating strong leadership and team management.
◊ Navigated organizational changes, maintaining a 60% Employee Engagement Score in 2024 despite staff reductions and reorganization challenges.
◊ Delivered $400M in sales performance in 2024, successfully meeting targets in an industry that declined by ~20%.
◊ Optimized factory guidance take rates and increased aftermarket sales by 13%.
AGCO Corporation
Corporate Strategy & Development
Director Precision Ag & Digital, M&A and Strategy
1/2022 - 4/2022
•Defined the technology stack and enablers for autonomous tractors, identifying acquisition targets based on capability fit and engineering resource requirements.
• Coordinated weekly M&A standup meetings with the President and senior leadership, providing updates on M&A progress and engineering resource alignment.
Highlights:
◊ Consistently identified and secured strategic acquisitions, such as Headsight®, Appareo, and JCA Industries, expanding AGCO’s precision agriculture capabilities.
◊ Played a key role in advancing AGCO’s path toward autonomous tractor technology, setting the foundation for future technological innovations and acquisitions.
• Coordinated weekly M&A standup meetings with the President and senior leadership, providing updates on M&A progress and engineering resource alignment.
Highlights:
◊ Consistently identified and secured strategic acquisitions, such as Headsight®, Appareo, and JCA Industries, expanding AGCO’s precision agriculture capabilities.
◊ Played a key role in advancing AGCO’s path toward autonomous tractor technology, setting the foundation for future technological innovations and acquisitions.
AGCO Corporation
Corporate Strategy & Development
Director Precision Ag & Digital, M&A and Strategy
1/2021 - 1/2022
EXPERIENCE: Director Precision Ag & Digital, M&A and Strategy (2021 to 2022) (Continue):
• Defined the technology stack and enablers for autonomous tractors, identifying acquisition targets based on capability fit and engineering resource requirements.
• Coordinated weekly M&A standup meetings with the President and senior leadership, providing updates on M&A progress and engineering resource alignment. Highlights ◊ Consistently identified and secured strategic acquisitions, such as Headsight®, Appareo, and JCA Industries, expanding AGCO's precision agriculture capabilities. ◊ Played a key role in advancing AGCO's path toward autonomous tractor technology, seting the foundation for future technological innovations and acquisitions.
• Defined the technology stack and enablers for autonomous tractors, identifying acquisition targets based on capability fit and engineering resource requirements.
• Coordinated weekly M&A standup meetings with the President and senior leadership, providing updates on M&A progress and engineering resource alignment. Highlights ◊ Consistently identified and secured strategic acquisitions, such as Headsight®, Appareo, and JCA Industries, expanding AGCO's precision agriculture capabilities. ◊ Played a key role in advancing AGCO's path toward autonomous tractor technology, seting the foundation for future technological innovations and acquisitions.
CNH Industrial
Sales
CASE Construction Eqpt, Manager Dealer Dev
10/2020 - 4/2021
• Spearheaded the southeastern region, collaborating with construction-only and combination dealer owner groups to develop business plans, evaluate location expansion, and assess consolidation opportunities.
• Aligned pilot efforts with dealers for the updated telematics monitoring application SiteWatch and the launch of the Net Promoter Score (NPS) process. Highlights
◊ Designed and implemented business plans and strategies for dealer location expansion, contributing to increased dealer effectiveness and market coverage.
◊ Championed the successful launch of the NPS process, improving customer feedback collection and enabling targeted improvements in dealer performance.
• Aligned pilot efforts with dealers for the updated telematics monitoring application SiteWatch and the launch of the Net Promoter Score (NPS) process. Highlights
◊ Designed and implemented business plans and strategies for dealer location expansion, contributing to increased dealer effectiveness and market coverage.
◊ Championed the successful launch of the NPS process, improving customer feedback collection and enabling targeted improvements in dealer performance.
John Deere
Product Management / Strategy
Ag & Turf, Dir. Product Mgmt., Global Dealer Business Systems
5/2019 - 8/2020
• Piloted product management for EQUIP
, the dealer business/ERP system, and developed strategies for the next generation of John Deere Dealer Business Systems, including European CRM and dealer business systems.
• Monitored dealer contract creation, administration, and pricing strategies for products and support services sold to Deere dealers, overseeing a global team of 30 FTEs, including five direct reports. Highlights
◊ Increased user satisfaction for EQUIP from 60% in 2017 to 73% by June 2020, driving significant improvements in system performance and user experience.
◊ Successfully implemented an agile transformation within the Dealer System organization, enhancing team collaboration and efficiency while meeting key business objectives.
, the dealer business/ERP system, and developed strategies for the next generation of John Deere Dealer Business Systems, including European CRM and dealer business systems.
• Monitored dealer contract creation, administration, and pricing strategies for products and support services sold to Deere dealers, overseeing a global team of 30 FTEs, including five direct reports. Highlights
◊ Increased user satisfaction for EQUIP from 60% in 2017 to 73% by June 2020, driving significant improvements in system performance and user experience.
◊ Successfully implemented an agile transformation within the Dealer System organization, enhancing team collaboration and efficiency while meeting key business objectives.
John Deere
Product Management / Strategy
Dir. Software Eng. / Product Mgmt
6/2014 - 4/2019
• Directed the development and management of all key dealer-facing applications, enabling the end-to-end automation of dealership sales, service, and parts processes, with a $35M P&L responsibility for EQUIPTM and key internal applications.
• Directed a global team of 7 direct reports (700 team) across the U.S., India, Germany, Brazil, Mexico, and Australia, overseeing development, support, implementation, and training.
• Developed the strategic business case for Deere's global dealer business ERP system, securing approval and $30MM development investment from the Appropriation .
Highlights:
◊ Secured $30 million in funding for the development of Deere's global dealer business ERP system, driving the strategic growth of dealer operations globally.
◊ Functioned as the GIT Champion for the Growing Leaders program, fostering talent development for managers and below, and enhancing leadership capabilities.
• Directed a global team of 7 direct reports (700 team) across the U.S., India, Germany, Brazil, Mexico, and Australia, overseeing development, support, implementation, and training.
• Developed the strategic business case for Deere's global dealer business ERP system, securing approval and $30MM development investment from the Appropriation .
Highlights:
◊ Secured $30 million in funding for the development of Deere's global dealer business ERP system, driving the strategic growth of dealer operations globally.
◊ Functioned as the GIT Champion for the Growing Leaders program, fostering talent development for managers and below, and enhancing leadership capabilities.
John Deere
Finance
Construction and Forestry Finance Director Forestry
8/2010 - 5/2014
Managed Deere’s Forestry business unit, overseeing global sales operations with ~$1B in
sales, including $400M from Deere-owned global forestry dealers, and supporting the C&F
Global Sales & Marketing organization.
• Controlled financial budgeting, forecasting, capital expenditure approvals, internal audit
reviews, and SOX compliance while serving as the finance lead on product portfolio counsel
and annual strategic planning.
Highlights:
◊ Oversaw financial operations for Deere’s global Forestry business, delivering consistent sales growth and profitability in a challenging market environment.
sales, including $400M from Deere-owned global forestry dealers, and supporting the C&F
Global Sales & Marketing organization.
• Controlled financial budgeting, forecasting, capital expenditure approvals, internal audit
reviews, and SOX compliance while serving as the finance lead on product portfolio counsel
and annual strategic planning.
Highlights:
◊ Oversaw financial operations for Deere’s global Forestry business, delivering consistent sales growth and profitability in a challenging market environment.