Where Insight Meets Impact: My Journey in M&A
I joined Gallagher in March 2019 as a Senior Financial Analyst, coming from a not for profit background and eager to learn. From the beginning, I focused on immersing myself in the work, building strong relationships across the firm, and consistently delivering high quality outcomes, particularly in support of the M&A finance team.
Over time, that focus helped me carve out a specialized path within M&A. Today, as a Senior M&A Strategist, my role sits at the intersection of deal execution and team development; supporting leadership through critical decisions while also helping the next generation of talent grow with confidence.
Finding My Niche and Stepping into Leadership
A defining moment in my journey was being part of the 2021 G3 class. That experience was pivotal from a personal and leadership perspective. I was fortunate to learn from two exceptional mentors who shaped how I think about strategic influence, communication, and long term development. The relationships I built through G3 continue to influence me in both my professional and personal life.
By 2023, I found my passion in early-stage valuation work within M&A. I enjoy being close to the front end of deals, helping frame how we think about value, risk, and deal structure, even when information is often imperfect and timelines are tight. I also love meeting potential sellers, learning about their business, and hearing about their professional and personal experiences. Getting to know the sellers early in the process allows me to not only build relationships with them very early on but also determine if they will be a good cultural fit at Gallagher. My goal has always been to act as a trusted advisor to leadership, providing clear insight at moments when decisions truly matter.
As my role has evolved, so has my sense of responsibility. In recent years, I’ve spent more time mentoring interns, onboarding new analysts, and helping create intentional development paths within the team. One moment that stands out was setting up one of our M&A analysts on a mentorship track with the sourcing team, which is the same team that one of my mentors now leads. This was a full circle experience that reflected the same investment others made in me early on.”
What Excellence Looks Like in M&A Finance
For me, excellence in M&A finance isn’t just about strong analysis, it’s about delivering clarity.
Deals move fast, information is often incomplete, and the stakes are real. Excellence starts with rigor and accuracy whether in valuation, pricing, or diligence, ensuring leadership can trust both the numbers and the assumptions behind them. It also means being willing to dig deeper, challenge what’s presented, and surface risks early, even when that’s uncomfortable.
Equally important is framing the story. The best valuation analysis doesn’t just present financials or a pro forma; it answers the question, ‘What does this mean for Gallagher?’ I focus on translating complex analysis into clear, actionable insights that help leaders move forward with confidence.
Over time, my view of excellence has broadened. It’s no longer just about my own output. It is about raising the standard across the team. Helping others grow faster by sharing knowledge and being intentional about development ultimately leads to better outcomes for the entire M&A function.
Mentorship as a Multiple
Mentorship has played a significant role in my own development, and that’s what inspired me to take on that responsibility for others. Early in my career, mentors invested a significant amount of time in helping me think strategically, communicate more effectively, and navigate ambiguity with confidence.
Shifting into a mentorship role changed my perspective. Success stopped being just about what I could deliver personally and became about how I could help others grow. Seeing a newer analyst begin to connect the dots technically and professionally has been incredibly rewarding. It’s reinforced my belief that growth isn’t just about skills or analysis; it’s about relationships and confident decision making.”
A Culture that Supports Growth and Ownership
Gallagher’s culture has been key to my journey. It’s a culture grounded in integrity, collaboration, and an entrepreneurial mindset where people are encouraged to take ownership, think critically, and bring forward ideas.
In M&A, collaboration across teams and geographies is the norm, and there’s a shared focus on doing what’s right for the overall business. Programs with organization’s broader investment in people, create an environment where high standards are paired with strong support.
For anyone looking to build a meaningful career at Gallagher, my advice is simple: lean into both the work and the relationships. Be curious, take pride in your output, and don’t hesitate to ask questions or challenge assumptions. At the same time, invest in the people around you. Mentors, mentees, teammates, and cross functional partners often open doors you didn’t even know existed.
Gallagher gives you the opportunity to grow but you must be willing to step up, take ownership, and push yourself. When you do, the path forward can be both exciting and deeply rewarding.
