- Led the Quote-to-Cash (QTC) Program Management function and the global Deal Desk, Order Management, and Billing Operations teams, supporting employees in India, Japan, EMEA and the US.- Served as the Finance lead for the Zuora-on-Zuora (ZonZ) program - Zuora’s Customer Zero program focused on its own use of its product suite - and represented Finance in executive steering committees for the program.- Aligned QTC teams to execute company strategy and business objectives and advocated for the interests and priorities of Finance and QTC teams in system and product enhancement initiatives with IT, Global Services, Product & Engineering, and GTM teams. - Implemented and drive QTC best practices across people, process, policy, and systems. Cross-functional experience with IT, Professional Services, Product & Engineering, Sales, Sales Operations, Sales Enablement, Renewals, Deal Desk, Billing Operations, Revenue Accounting, Collections, Tax, Accounting, Commissions, FP&A, Pricing & Packaging, Product Marketing, Legal, and Alliances.

Own the Quote-to-Cash process and program, serving as the Finance Lead for the Zuora-on-Zuora program. Represent and advocate for the interests of Finance and QTC teams in key initiatives and conversations with IT, Global Services, Product & Engineering, and GTM teams. Implement and drive QTC best practices across people, process, policy, and systems. Cross-functional experience with IT, Professional Services, Product & Engineering, Sales, Sales Operations, Sales Enablement, Renewals, Deal Desk, Billing Operations, Revenue Accounting, Collections, Tax, Accounting, Commissions, FP&A, Pricing & Packaging, Product Marketing, and Legal.

Supported 5 distinct Customer Success functions - CSMs, Scale, Renewals, and Professional Services (Sales and Implementation) - globally. Identified system and operational inefficiencies and barriers to scale, partnering with multiple cross-functional teams to address them. Managed the CS portion of the bi-annual project submission and prioritization process. Assisted with headcount changes. Compiled QBRs for all functions and global regions. Oversaw hiring for the CS Strategy and Operations team.Cross-functional experience with Sales Strategy & Operations, Field Operations, Customer Success, Renewals, Professional Services, FP&A, Program Management, Business Systems, Revenue Operations, Revenue Analytics, Sales Analytics, Sales & Customer Success Enablement, and Recruiting.Key highlights:-Outlined the Professional Services requirements for CPQ implementation and Professional Services’ integration into the broader QTC process.-Established and socialized the Professional Services methodology.-Identified key metrics for scorecards across each individual CS function.-Drove business partners to prioritize projects, initiatives, and requests requiring cross-functional support.-Viewed as a team culture leader within Global Sales & CS Strategy & Operations organization.-Mentored and advocated for the promotion of an Analyst on the team.Left the role and company to prioritize my daughter's needs.

Managed the Sales Data & Order Management team (1 onshore team of 5 and 1 offshore of 7) and a team of analysts supporting both Partner Operations and internal Sales Operations. The SME on the Channel lead-to-cash process, the Partner portal and the referral and deal registration submission processes, the Channel new product introduction (NPI) process, and Channel pricing at Box. Created the process for and managed the maintenance of the Channel price lists. Key consulted contact for Channel quoting and pricing for the implementation of CPQ. Accountable for the operational relationships with Box's top 2 key partners. Consulted on the operational feasibility of new and renewing partnership agreements and partner program changes. Ensured international alignment, particularly with the Channel-led Japan office. Cross-functional experience with BD, Channel Sales, GTM and Field Operations, Renewals, Enterprise Systems, Partner Legal, Pricing & Strategy, and Revenue Operations.Key highlights:- Driving a greater data-oriented mindset in relation to measuring the performance of the Sales Data & Order Management team.- Heavy involvement and consultation within the contract renegotiation and renewal for a key partnership.- Established and executed against a short-term and long-term vision for the Sales Data & Order Management, Sales Operations, and Channel Operations teams. - Secured resourcing for Channel Renewals Advisors (CRAs) for the Renewals team. The CRAs reduce the friction tied to Channel renewals and improve collection rates on Channel-sold accounts.- Achieved alignment between the timing of the release of new products within Channel and Direct. Channel previously released 6 to 9 months post-Direct whereas Box is now transactionally ready for Channel on the GA date.- Corrected and optimized the Channel price lists.- Implemented Renewals reporting via the Partner Portal, increasing visibility for the Partners to their upcoming renewals.

Managed a team dedicated to executing the renewals of Box's customers with Commercial accounts or smaller deployments through strategic, targeted efforts. Designed and built the programs addressing the renewals for these accounts from the ground up, developing different processes for three categories of accounts - accounts at-risk for partial or full churn , accounts having upsell or expansion potential, and accounts likely to renew as-is. Provided operational oversight and support - specifically in regards to systems and processes - for the broader Renewals teamCross-functional experience with Customer Success, Account Executives, Sales Operations, Sales Systems, Business Systems Operations, Business Analytics, and Revenue Operations.Key highlights:- Drove the automated creation of renewal opportunities.- Scoped and drove the implementation of the necessary SFDC fields that allowed for the automation of the reporting and pulling of compensation for the Renewals team.- Aligned closed lost reasons with churn reasons to create more cohesive and actionable insights on the loss of customers. - Built upon previous upsell identification efforts and consulted on the automated creation of upsell and expansion opportunities that contributed an additional $2M in revenue closed between Q3 and Q4 of FY16.- Identified upsell potential within existing accounts, resulting in 100+ new sales opportunities, >$150k in pipeline, and $117k in ARR in Q4FY15 alone.- Drove the automation of the renewal notifications sent to customers (previously non-existent).

Scaled the Billing Support department. Managed both the onshore and offshore teams. Defined a clear scope for Billing Support requests and communicated it to other departments. Established workflows and KPIs. Handled escalated customer requests. Delegated responsibilities to individual contributors to mirror their interests and career goals to encourage professional development. Cross-functional experience with Customer Success, Sales, Sales Operations, Accounts Payable, Collections, Order Management, Business Systems Operations, Product Management, and Product Marketing.Key highlights:- Increased the offshore team's share of total tickets solved by 40% from inception of the team forward.- Improved the average CSAT rating 15%+.- Guided one employee to a career in Billing Operations and another to a career and graduate degree in Training and Enablement.

Managed the general and administrative functions of the office. Served as the escalation point for clients. Assisted the Operations Manager with forecasting. Scheduled, coordinated, and tracked projects from the contract close to project completion. Liaised with clients and addressed all project scheduling and AR inquiries.Key highlights:- Coordinated the scheduling, completion, and booking of over $13MM in revenue.- Accelerated project turnaround time by networking with 9 additional North American offices to move projects between locations.- Eliminated OT outside of month-end-close by streamlining functions of the administrative team and driving more accountability for results.

Project managed and executed bi-weekly floor plan changes, window display refreshes, merchandise moves, and product placement. Increased efficiencies and professional development opportunities by leveraging 20 coworkers to help with the execution of these store-level projects.Key highlights:- Facilitated the store's recognition as a 'model' store known as a CRX (Center of Retail Experience).- Nominated to assist with multiple new store openings througout the Midwest.

Oversaw all operations for the store including interviewing, hiring, on-boarding, forecasting, scheduling, merchandise moves, and inventory. Managed a team of 3 Assistant Managers and anywhere from ~40 ICs to 60+ ICs, depending upon seasonal staffing needs.Highlights:- Exceeded LY sales by 21% during non-peak business weeks.- Exceeded LY sales by 89% during the back-to-school season weeks.