Oversees portfolio management, billing, payroll and accounts payable functions.

Director role ⇒ Strategic Planning ⇒ Long-Range PlanningI was promoted to manage all customer financial aspects of the server CPU Data Center Group worldwide. As a strategic partner and trusted advisor to the GM, I work directly with the central team and CFO. I collaborate with senior executives to formulate financial strategies, establish annual financial goals, and monitor performance. I also ensure financial controls and business processes are in place to protect the corporation’s profits and assets. My strong organization includes a cross-functional staff of 7 direct reports.➡️ SELECTED ACCOMPLISHMENTS:☑ Led discussions on product line decisions on long-range plan and product financials to ensure GM buy-in.☑ Identified competitive margin for product price improvement.☑ Improved operating margin by developing new investment model for business.☑ Influenced and operationalized cloud routes to market strategy to manage investment portfolio.☑ Led alignment of Intel product accelerators on market model and P&L.☑ Played key role in acquiring company focused on improving TCO for customers.☑ Created a cloud throughput product Swimlane.☑ Reshaped the high-performance acceleration roadmap and drove profitability.

Led team that provided crucial financial input on P&L management, planning, investment prioritization, valuation analysis, influencing and operationalizing AI and HPCdata strategies, and financial controls. Directed all financial activities to support Intel’s Xeon Phi chip to advance artificial intelligence.☑Drove weekly supply chain on pipeline, produced set of KPIs, and completed in-depth analysis of revenue execution. ☑Focused GM and team on affordability investment metrics and understanding product assumptions.☑Savings from cancellation of one product by partnering with engineering, marketing, product and software operations, finance, and Data Center Group planning to ensure accurate estimates.☑Managed product market sizing analysis and right sizing for affordability and ZBB products

➡️ SELECTED ACCOMPLISHMENTS:☑ Improved profitability of software and services business by providing in-depth analysis of options, resulting in decision to divest 2 businesses and shutdown several smaller operations. ☑ Led divestiture teams from finance perspective, partnering with Banker, Mergers and Acquisitions/Divestitures, Intel Capital Finance, Legal, Accounting, Procurement, IT, and HR to gather due diligence information required to divest and negotiate deal.☑ Priced companies for acquisition, validated decisions, tracked and evaluated offers, recommended employee termination packages, ensured tax benefits were incorporated in deals, and reviewed terms with senior managers of targeted companies.☑ Received Finance Achievement Award, the second highest finance award at Intel.

Team Lead: Leading all financial activities for the Intel Services Division, with an annual GAAP revenue of $32M, spends of $165M, and 650 employees the VC Services Business Unit, with annual spending of $23M and 64 people. I supported three Intel VPs and directly managed a team of 8. ➡️ SELECTED ACCOMPLISHMENTS:☑ Provided influential analytics to propel P&L growth, with focus on new business planning and implementation of strategic frameworks for services across Intel.☑ Drove key product prioritization decisions across services roadmaps. ☑ Led a senior finance team in investigating the future of PC software development and gave visibility for the first time to alternative and innovative App store business models. ☑ Led development of 3 robust forecasting models for the digital storefronts’ overall P&L that allowed finance and operations to understand the impact of various pricing, volume, and spending decisions.☑ Created NPVs that provided enhanced visibility into the AppUp business, despite resistance from the operations partners, and worked with operations to create a series of inputs to measure and manage the business.

I conducted innovative long-term business model analyses to address complex issues on the Intel architecture platform. I was also able to identify synergies in strategies across business groups in the IA platform memory and storage hierarchy following completion of a holistic review of Intel’s memory investment and NPV profiles across the company.

Much of my work in this position focused on Intel’s factories. I trained factory finance and ensured the integrity of the factory-specific should cost model (FSSC) provided to factory partners.

Early in my career, I managed the monthly accounting processes for the 3 legal entities of Intel Ireland Ltd. and sustained accounting processes for 2 other Intel Ireland entities. One major contribution included playing a major role in transitioning the Ireland accounting functions to the Malaysia Shared Service Organization, including on-site training, process improvements, documentation, and closure of approximately 100 open reconciliation items worth $5M+.

I was originally recruited as co-op to Intel's college graduate Program. In my first job, I improved the cost viability of business units by managing annual budgets. I was also selected to manage 2 Intel-hosted events with 3,000+ participants to celebrate the startup of manufacturing processes in a new factory.