Laura Lane Email & Phone Number

Pleasanton, California, Us

Santa Clara, Ca, Us

Served as trusted advisor to the Global Partner Organization, SVP and other senior leaders. Drove operational excellence and aligned organization to realize objectives.• Led revenue acceleration opportunity assessment with strategic partner, aligning key focus areas for revenue growth.• Crafted executive-level presentation deck for partner leadership, communicating Alliance & Channel Ecosystem strategy.• Managed daily Chief of Staff duties, coordinating efforts across a matrixed organization.

Santa Clara, Ca, Us

Built and led Transformation Office, a set of connected services, designed to accelerate user adoption and time to value for ServiceNow's complex lead-to-cash transformation - systems, processes, tools and analytics- enabling the company to scale to $16B+.•Implemented Voice of the Field capability to ensure programs, systems & tools adoption success•Drove accelerated user adoption in across L2C systems, processes & tools - i.e. CRM, CPQ, Partner Portal, CLM, NPS and Data & Analytics resulting in increased sales effectiveness, productivity, new pipeline creation, and improved forecasting accuracy. •Standardized agile services, focusing on digital adoption and agile change management, to enhance business agility.•Boosted Transformation team engagement by 20% YoY through fostering a culture of development and collaborative teamwork.

Palo Alto, Ca, Us

Responsible for driving sales excellence across 700+ person sales organization with focus on specialist created pipeline, partner led growth, integrated Sales and Marketing, strategic programs design & adoption, globalization of best practices, and sales process execution. Ensured business case development, financial modeling and accountability framework for strategic investments.Key responsibilities:•Directed strategic initiatives that enhanced operational efficiencies and significantly expanded revenue streams.•Led global sales strategy and excellence for end-user computing, driving pipeline growth through direct and channel efforts. Executed strategic programs effectively, globalizing best practices and ensuring smooth sales process execution across regions. Played a pivotal role in annual planning, focusing on the seamless integration of global sales strategies and practices.•Aligned comprehensive go-to-market strategies, developed sales enablement tactics, and synchronized sales and marketing priorities.

Palo Alto, Ca, Us

Served as a trusted advisor to the VP, managing organizational agenda, operating cadence, leadership collaboration, and sales strategy. Oversaw demand generation, sales methodology, and process adoption.•Conducted a comprehensive sales time study in the EUC sector, leading to significant systems and process improvements and a 10% increase in customer engagement efficiency.•Developed a user experience-focused go-to-market strategy, integrating market analysis, targeted sales, and partnerships, while creating new M&A and CRO use cases to drive incremental pipeline and streamline market entry.•Implemented a standardized monthly cadence for demand generation reviews, introducing templates and enablement for lead follow-up, sales plays execution, and partner demand generation strategies.•Led DEI initiatives at VMware, transforming hiring practices, managing mentorship programs, and driving diversity, engagement, and retention across the Americas Sales organization.•Headcount and budget management, succession planning, promotions, culture development

Palo Alto, Ca, Us

As part of Corporate IMO, responsible for GTM integration planning & execution across Field Ops, Quote to Cash, Renewals, Global Services & Support, Channel/Partners, Marketing & Field Enablement. Partner with Customer Ops Strategy team to develop integration strategy and conduct Field and GTM operational due diligence then lead integration planning & execution with matrix team of GTM M&A professionals. Key contributor to M&A process improvements for different integration approaches.•Led GTM integration of several companies from integration planning through execution with focus on lead conversion, accelerated bookings, sales retention/enablement, channel integration/productivity, operational capability, and customer experience. •Led protracted GTM integration of strategic, high-growth, $300M+ SaaS mobility business, 1600 employees, into a largely on-premise perpetual license company with minimal disruption.•Drove global GTM integration strategy, planning & execution. Partner with integrated planning office, BU, GTM & other support functions to drive high growth $1B business unit GTM planning & execution.

Austin, Texas, Us

Led finance acquisition integrations across multiple process areas, focusing on people, processes, and data migrations to support Oracle's front and back-office operations. Collaborated with line of business M&A leads and Corporate Development to achieve key integration milestones, maintaining business momentum and legal entity control (LEC) execution.•Evaluated over 15 acquisitions to identify and plan for potential integration issues related to legal entity combinations and the integration of people, processes, and systems, leading the finance integration of 12 companies with a focus on rapid financial control and efficient integration to deliver cost synergies and maintain momentum.•Standardized and automated integration milestone tracking for the Sun integration, managing 1,200 milestones across 20 process areas, while also implementing post-mortems to drive continuous process improvements.•Improved the integration process for acquired finance teams, enhancing efficiency and transparency in meeting key milestones, and facilitated cross-functional Opportunity to Cash process mapping workshops to support hybrid integrations, ensuring alignment with business plans.

Standardized, enhanced, and automated key business processes, managed the project portfolio with a focus on scalability and cost-effectiveness, and ensured all customer-facing applications delivered a positive experience. Delivered best-in-class global application support and enhanced management information through process improvements, systems integration, and new technology.•Built the business case for implementing a new CRM and developed new incentives capability.•Restructured systems and management reporting to support a new sales structure.•Established and led a Project Management Organization (PMO), including a governance structure, aligning resources to key initiatives, and driving execution.•Managed the implementation of a new direct fulfillment channel, leading to improved visibility of customer demand, reduced inventory levels, lower cost of sales, and increased customer satisfaction, resulting in a promotion to Director.

Identify, research and analyze business development opportunities, partnering with division personnel in determining the strategic value to the company. Participate in contract negotiations.•Researched and analyzed 25+ business development opportunities resulting in 3 strategic investments of $4M. •Proposed & implemented several key technology company acquisitions and strategic investments of about $30M. Acting Director, Corporate Financial Planning & Analysis 2002Assumed temporary position to lead the FP&A team during Director’s LOA, through year end & Q1 close, audit and earnings release. Managed the fiscal year budget process.•Enhanced weekly revenue forecast with internal/external indicators analyses and improved reconciliation process•Implemented first Xilinx executive dashboard to measure health of company in leading and lagging metrics•Participated in HR's implementation of a flexible headcount program

Develop and enhance business partnership with worldwide operations management. Support organization through planning process, overhead standards development, analysis of actual results, and opportunities for improvement. Provide timely financial reporting and analysis to VP, functional management and corporate finance.•Managed team of analysts to improve cost reduction and scalability under direction of CFO. Implemented ABC manufacturing overhead allocation. Optimize legal entity tax structure. Analyze lease vs. buy on test equipment.•Participated in development of Finance strategic plan

Partner with VP of software and divisional management in budgeting and managing their P&L. Forecast revenues and gross margin for the division. As a member of the centralized FP&A group, participated in corporate reporting for quarter end and earnings releases, including bookings, average selling price, gross margin analysis, and ad hoc analysis of spending, headcount, and other indicators. Manage royalties process, ensuring accurate payment and forecasting.•Involved in division’s acquisition of several software companies, including due diligence and integration•Participated in Hyperion software selection and implementation, as well as Oracle upgrades

Master Of Business Administration (M.B.A.), International Finance

Bachelor'S Degree, Business Administration And Management, General