Jul 2024 – Jan 2025 · 6 mos · San Francisco, California, United States · Hybrid

• Lead FP&A support for Sales, Marketing, Revenue Operations, and Corporate Engineering and mentor a team of five
• Conduct monthly business reviews with the CRO, CMO, RevOps Leader and President on financial performance and KPIs
• Drive analytical outcomes for GTM leadership, facilitating executive decision-making on resource prioritization and ensuring clear visibility into Forecast vs. Budget for revenue, headcount, and OpEx
• Established bottoms-up variable compensation forecast modeling within the organization, along with an H1’24 Sales attainment insights deep dive, to better understand rep performance metrics by segment, leader, and tenure
• Revamped the self-serve PLG forecast model, improved company-wide revenue forecast accuracy, and supported the FY25 planning process for sales by analyzing attrition rates and backfill period by region - directly impacting Ramped Rep Equivalent capacity, as well as for marketing by leading ROI analysis and prioritization of marketing programs

Jul 2022 – Jun 2024 · 1 yr 11 mos · Los Altos, California, United States

• Approached by ex-CFO of Confluent to take on several financial consulting opportunities, including assisting VC-backed early-stage companies like Orb and Qleet with guiding their product roadmap, devising a pricing and packaging strategy, and establishing FP&A and metrics reporting rhythm of business as acting CFO
• Specific accomplishments include applying 18 years of GTM FP&A experience to help Orb scale their product roadmap for high growth by facilitating better upstream and downstream integration with usage-based CPQ, billings, payment collection and GAAP financial reporting systems for seamless quote to cash process

Jan 2021 – Jan 2022 · 1 yr · Los Altos, California, United States

• Led Global GTM (Sales/Partner/Services) Finance team of twelve, providing analytics / finance support for both high-growth subscription (Confluent Platform) and consumption (Confluent Cloud) offerings and managing forecasting, budgeting and planning for topline and >50% of headcount and OpEx
• Led FY22 and FY23 planning, as well as the FY22-26 long-range planning process, creating sales capacity modeling scenarios to achieve topline and spend envelope by Theater VPs; contributions include leveraging pod economics by geo to inform sales functional headcount investment based on optimal sales ratios
• Created GTM Monthly Reporting package and Quarterly Business Review for executive leadership, in addition to publishing detailed GTM KPI metrics like TCV, ACV, ARR, ARPA, Avg. Deal Size & contract length, dollar based NRR, $1M+ and $0.1M+ unique customers, customer + ARR churn, RPO, current RPO, LTV/CAC, RRE, Sales Capacity, Productivity, pipeline coverage, pipeline conversion, Win/Loss rate, sale cycle, PLG traffic to free trial and Free trial to subscription conversion rates by theater, region, channel & segment
• Developed a hiring calculator for leaders to help them self-manage their headcount budgets, in addition to setting up automated headcount reporting using Anaplan, Lever, and Workday data
• Led compensation planning and commissions funding to incentivize “cloud first strategy” throughout the organization, incentivizing Cloud ACV and ARR growth that led to +89% YoY growth in Cloud revenue
• Established the Consumption based Operating Rhythm of Business for forecasting/planning consumption revenue for top 50 customers & long tail and establishing KPIs to measure usage
• Led optimization of professional services revenue strategy to improve utilization and efficient billing of resources by launching a utilization improvement spiff and establishing a margin-based headcount funding model for Customer Success

Jan 2020 – Oct 2021 · 1 yr 9 mos

• Transitioned to an executive role scaling the GCP Product FP&A team from 2 to 15 financial analysts / managers to provide GCP FP&A insights and become a trusted business partner for GCP Executive and Product / Engineering leadership.
• Led forecasting, planning and budgeting to support rapid expansion in Google Cloud P&L and presented insights of underlying drivers that impacted gross margins for quarterly close business reviews with Google's Executive team
• Led monthly product P&L publication for 12 product areas and 42 sub-products to enable business execution and insights into GCP revenue, usage, and gross margin for each product area, facilitating monthly business review and consensus-building process to align on GCP revenue projections with Sales
• Drove end-to-end process transformation efforts to revise the pricing model and ensure alignment across the entire matrixed GCP organization; this critical effort required superior collaboration, influencing, and consensus-building skills—and led to capturing expanded market share in a highly competitive ecosystem
• Supplied expert-level support with regard to Data Analytics, Databases, and Looker Product areas—in addition to facilitating Monthly/Quarterly Cloud Business Reviews, as well as monthly P&L review support
• Analyzed Cost to Serve planning/forecasting factors related to Compute and Storage spend for the GCP product suite, ensuring accurate internal chargebacks with cost neutrality for all products offered
• Continuously “raised the bar”” on business intelligence, delivering data-driven business insights in multiple areas of the business and providing Cloud metrics reporting on efficiency, utilization, topline trends, and margin analysis to leadership

Jan 2018 – Jan 2020 · 2 yrs

• Led a team of 5 analysts/managers within the Google Cloud division, supplying critical FP&A support and serving as trusted business partners to executive sales leaders in the North America and LATAM regions
• Drove annual and long-range (5-year) planning by subregion, vertical, segment, channel, and function to inform regional P&Ls—including detailed analyses and projections related to revenue/bookings growth, headcount, datacenter investments, and OpEx (payroll, nonpayroll, and T&E)
• Created monthly P&L reporting packages, including variance analyses, to facilitate active regional P&L management and to improve margin reporting at the regional, sub-regional, and vertical levels
• Produced and published a weekly Americas Revenue Analytics deck for allowing trend analysis/forecasting by subregion, segment, and customer—in addition to creating a driver-based GCP Revenue forecast model for North America and Latin America that achieved less than 2% delta in terms of revenue forecast accuracy
• Led annual revenue and quota target setting processes for the Americas region from FY’18 to FY’20, guiding sales compensation planning and policy setting for quota attainment, spiffs, and incentives
• Created Commit Shortfall policy guidelines and operational execution plan to align Accounting, Sales Ops, Compliance, Pricing, and Sales functions for improving overall customer experience/retention
• Led gross margin analysis for strategic “whale” Google Cloud deals by optimizing deal economics/terms, and providing analytical support in assessing gross margin impact from updating the discount approval authority matrix to empower sales to approve deal discounting for under $10M deal size
• Supported an FX rates fixing project for Argentina, Turkey, and Brazil to further accelerate LATAM and Eastern Europe growth and safeguard customers against potential currency devaluation pressure

Jan 2014 – Jan 2018 · 4 yrs · Palo Alto, CA

• Recruited by this leading IT solutions organization to manage FP&A infrastructure, governance controls, and investment strategy related to both internal infrastructure platforms and public cloud offerings
• Drove financial planning, analysis, and forecasting efforts enabling the company to gain a far more accurate perspective of risks/opportunities related to Cloud Services (IaaS) Sales, Marketing, and Customer Success
• Led unit costing, cost-to-serve, and gross margin analysis for product pricing to help drive profitability for IaaS business. Formulated a deal calculator to arrive at acceptable discounting for cloud services deals to meet gross margin floor of 40%. Conducted datacenter economics analysis to evaluate profitability and key performance metrics trends on a site-by-site basis to help drive to $1M MRR/Pod goal
• Additionally managed FP&A for Management and Network Function Virtualization (NFV) business units

Jan 2013 – Jan 2014 · 1 yr · San Francisco Bay Area

• Led financial planning activities for QuickBooks Enterprise aimed at pivoting the business from a traditional seat-based software licensing model to a SaaS-based subscription model generating recurring revenue
• Led Resource Allocation analysis for QuickBooks and Open Platform that allowed for the creation of product level P&Ls for QuickBooks (QB) Online, QB Desktop, QB Enterprise, QB Subscriptions, and Open Platform

Jan 2011 – Jan 2013 · 2 yrs · San Francisco Bay Area

• Promoted to full managerial role within the OMCS business unit, leading annual bookings, revenue, and headcount for the division's 3-year and annual planning process; contributions include finalizing new and available-to-renew (ATR) quotas and managing weekly/quarterly forecast cycles for key business drivers
• Led global revenue forecast and variance analysis activities for the managed and hosted services businesses, achieving extremely accurate revenue forecasts with less than 2% quarterly variance
• Developed data-driven business insights and recommendations, drawing upon key sales metrics related to pipeline coverage to unattained quota, quota attainment, deal velocity, pipeline conversion, lost deal analysis, average deal size, and sales cycle time; presented findings to sales management on a monthly basis

Jan 2010 – Jan 2011 · 1 yr · San Francisco Bay Area

• • Joined the leading-edge Managed Cloud Services division of Oracle, owning $350M+ in Pipeline-to-Revenue FP&A for the Americas geo that (at the time) comprised 70% of the Oracle Managed Cloud Services business

Jan 2006 – Jan 2008 · 2 yrs · Greater Chicago Area

• Led business analysis and financial strategy for this top financial institution, modeling key business drivers for Discover gift cards, student loans, and their Vault card offering—clarifying per-account performance metrics and the overall portfolio outlook needed to propel successful launch of these 3 new businesses
• Created a dynamic, end-to-end financial model that outputted per-account performance metrics (NPV, ROE, ROA, Profit) and that generated a full set of projected financial statements (P&L, CFS, Balance Sheet)
• Facilitated executive-level (Chairman, CEO, COO, CFO) communications involving "go" and "no-go" decisions for new initiatives; additionally enforced detailed management reporting requirements, post-launch
• Developed and rolled out a detailed Business Scorecard to augment management reporting capabilities and allow leaders to gain a holistic view of the impact of different strategy/pricing changes on the business

Jan 2005 – Jan 2005 · 0 mo · Austin, Texas Area

• Landed coveted internship with this world-leading software and hardware organization, filling in for a FTE Financial Consultant on leave and implementing a detailed revenue and margin forecasting model
• Initiated a Six Sigma Yellow-Belt process improvement initiative that increased annual profitability by $7.2M
• Rolled out new product handling charges that generated new revenue ($1.94M+ in Q2’06; $4.9M+ in Q3’06)