As VP of Finance - FP&A, I drove insight and accountability through financial and operational reporting and planning. Whether I was evaluating current strategic direction based on financial performance, or working with stakeholders to identify opportunities for growth and improvement, I focused on highlighting and managing key areas to deliver results.

• Manage a total spend budget of $1B across Direct and Indirect spend; Implemented initiatives to drive down costs by 10% through vendor cost down targets and contract negotiations.• Established a monthly S&OP process to ensure alignment between sales and supply chain which saved $2.5M by avoiding an E&O write-off.• Built a KPI scorecard of key metrics to drive accountability and efficiencies throughout the Supply Chain organization• Streamlined the logistics and freight process to drive $4M of savings for the organization• Drove a Root-Cause-Analysis (RCA) process throughout Supply Chain to identify significant cost driver variances and implemented Get-to-Green plans

• Drove budget planning processes for $200M business unit by aligning bottoms up sales pipelines with tops down market growth initiatives• Built sales and delivery coverage model to optimize headcount availability which resulted in closing $0.8M of revenue backlog• Identified headcount utilization improvements based on key cost KPIs which improved overall spend by 3% vs plan ($0.4M cost savings).

• Oversee the monthly forecast process and manage the annual budget process to ensure plans align with growth targets• Lead cross functional teams to streamline processes (AP/AR, inventory, quote-to-cash, etc) and drive cost saving initiatives• Direct the monthly Sales and Operations Planning (S&OP) process to ensure alignment between sales and supply chain.• Serve as trusted advisor and “hands-on” business partner to company management• Conduct monthly financial review meetings with executive management team• Prepare variance and trend analysis, and provide proactive recommendations for addressing variances to budget.

-Drive budget planning processes by aligning bottoms up sales pipelines with tops down market growth initiatives-Track headcount utilization to ensure revenue per rep is in line with KPIs for the organization-Build sales and delivery coverage models to ensure that headcount are assigned to accounts and territories with highest growth potential-Analyze various financial and sales reports to identify trends and provide recommendations on where to focus efforts

-Balanced cost controls by prioritizing spending on key initiatives to drive improved ROI of marketing spend. -Managed the headcount modeling across Corporate Marketing to ensure spend came in on target while meeting the marketing initiatives of the organization.-Drove improved efficiencies throughout the organization by establishing clear process documentation and RACI charts for Finance and operations.

-Drove the revenue/GM forecasting process by coordinating with product managers and sales managers on secured position and funnel metrics.-Implemented sales growth initiatives through compensation incentive plans that drove increased sales of higher margin products and reduced inventory carrying costs.-Achieved market share growth in each calendar quarter by analyzing market and competitor data and recommending product mix opportunities to drive higher sales-Managed $5M of quarterly contra spend across the value/high end storage product lines. Performed ROI analysis of promotions to ensure they met the 5 to 1 return threshold.

-Coordinated sales compensation initiatives with Spiffs and other accelerators to drive improved sales of key products -Established a forecasting process that interfaced with Siebel to highlight and track deals through the sales stages-Built a quote-to-cash system to identify opportunities for converting orders to revenue within the quarter.-Drove increased share of wallet at corporate accounts by building account level dashboards to highlight product placement opportunities-Selected as an HP MVP Award Winner for 2007