Reported to the CFO and managed the FP&A, Deal Desk, and Analytics & Reporting teams for a PE backed SaaS company specializing in data management and consulting. Assisted the Facilities team (included renegotiating leases for US offices).Worked with the FP&A team to redesign the budget process and implement Adaptive Planning, shortening the budget process, enabling better variance analysis, driving increased participation across the organization, and improving ownership of results.Delivered revenue insights to teams, including diving into operational metrics, and identifying what is driving results. Built a model that generated variance bridges for selected business units and/or product groups, for selected time periods, allowing us to quickly identify key trends and guide where further analysis might be required. Built processes and models to monitor revenue leakage by tracking the flow of operational metrics into the billing process and flagging gaps.Built insights into client level performance metrics. Worked with the Deal Desk team to build a model to identify low margin clients. Worked with the sales & client success teams to build a lifecycle model that tracked the progression of all clients, allowing us to identify lagging clients and discuss corrective actions. A key insight was the level of engagement with clients that significantly increased their chances of becoming high value clients that retained for at least 24 months.Prepared materials for the Board and investors. This included performance data, budget collaboration, and monitoring M&A activity and opportunities, in addition to compiling profiles on competitors.Conducted monthly business reviews with multiple business units, highlighting key trends, and identifying required actions to drive stronger margins.Worked with Accounting & Billing to simplify the monthly close process and manage cash.Launched a data governance program to increase accessibility to, and quality of, data.

Reported directly to the CFO and worked with multiple teams (user acquisition, user engagement/retention, seller engagement, trust & safety, QA, engineering, support) to identify initiative targets, define KPIs, monitor execution, identify variances and their causes, and implementing solutions.Built a daily P&L and KPI tracker that performed detailed variance analysis on key financial results, allowing us to identify what areas of the business are driving results, or to identify gaps that need to be addressed.Built forecasts testing the financial impact of different growth strategies. Built a budget model that captured user acquisition funnel and retention, enabling us to measure the impact of varying levels of spend and test different retention strategies, along with calculating total attendance and the required supply to support that.Built cohort-based models to identify what is driving financial results. Including a cohort-based payback model to monitor the efficiency of our user acquisition and retention efforts, and a cohort-based attendance model to identify drivers of key trends (e.g., are attendee changes driven by recent changes in user acquisition or changes in retention).Monitored strategy execution by developing a "Tophatter Equation" that tied all initiatives together and clarified their link to our overall strategic and financial goals. Integrated this equation into our P&L and KPI tracker to get regular progress updates. This gave everyone visibility into their contribution to the bottom line and allowed us to identify variances and make adjustments.Managed tactical operations, monitoring key marketplace metrics to identify trends or outliers, including balancing of supply and demand by determining optimal product category mix, supply size, and monitoring hourly metrics to keep the marketplace healthy.Created a playbook for international growth (prioritizing markets, defining success metrics and guardrails, etc.).

As Director of the International team I managed the International Production, Engineering, and QA teams. I owned the team's P&L, managed relationships with international vendors as well as being the team's primary point of contact.My team was instrumental in growing Zynga’s presence globally by contributing to international strategy, providing recommendations on markets to enter, providing market-specific product guidelines to game teams, and closely monitoring the performance of games in supported markets.Grew the team’s presence within the company by building relationships with executives and key stakeholders, and by surfacing performance numbers to a wider audience, including designing and building ROI reports for individual games and markets, allowing game teams to quickly adjust to performance in individual markets.Worked to simplify and automate processes/systems where possible, standardizing the international launch process (significantly reducing the work required to properly support an international launch), improving the teams' ability to scale, and reducing the costs associated with launching in multiple international markets wherever possible.

Managed a team coordinating the international launch of social games, along with driving a number of initiatives.Designed and built financial models that allowed us to capture costs, revenues, and key metrics and build an international P&L for each game, significantly enhancing visibility into each game's profitability by region.Managed project schedules, defined priorities, and ensured that proper processes were followed to ensure we delivered a high quality service, on time, and under budget.Owned the team’s launch readiness process, and by pursuing efficiencies in our processes was able to increase the number of products each producer was able to manage allowing the team to scale better.Managed a team of Sr. Engineers and owned the product roadmap for internal development efforts. Set up a standardized development pipeline that made the team’s work more predictable and allowed engineers to better prioritize and manage their tasks.

Managed a team of Producers coordinating the international launch of mobile games, along with driving a number of team initiatives.Enhanced the team’s abilities to monitor the international performance of games by building standard dashboards and reports for producers to use and models to analyze the data and surface key performance indicators. Insights were communicated to game teams to help with monetization in multiple international markets.Defined, implemented, and managed the international strategy function on the international team. Created a process for the team to do market and competitive analysis helping game teams to focus on high return languages & markets.

Significantly improved the operations of the international team, and its ability to scale, by redesigning the launch process for new games, focusing on simplifying it while also ensuring key success factors are tracked so that key stakeholders could be kept up to date and risks could be identified and mitigated in time. Developed a model allowing producers to accurately estimate the time and resources required for a game launch, and to track the status of all launch tasks for each new game. This allowed producers to better manage multiple simultaneous game launches and allowed managers to better monitor the status of each new game in the pipeline. This also allowed us to better scale the team, enabling each producer to work on more simultaneous game launches.

Coordinated multiple aspects of launching games internationally. Included working with game teams, external vendors, QA, customer support, community management, marketing, legal, and public relations.Monitored the performance of games in specific regions, including monitoring key metrics such as daily active users, monthly active users, engagement, payer spend, and retention. Worked with game teams to make adjustments based on region specific performance results and strategic goals (e.g. user acquisition, retention, and monetization).

Built financial models and revised the firm's costs to reduce operating expenses and focus efforts only on those activities and initiatives that meaningfully contributed to margin and growth.Oversaw development and execution of product strategy. Defined product requirements and managed the development and implementation of Searchmassive’s products.Analyzed data collected by web crawlers for a web site designed to provide information about online advertising and e-commerce. Designed a data warehouse to optimize this work.

Managed the ‘Performance Management’ group. Set the group's strategy, set goals for team members, recruited and trained new team members.Owned Capacent's planning service offering for clients. Oversaw all aspects of projects including analysis of client’s requirements & business processes, identifying potential risks, building driver based forecasting models, implementation and training. Responsible to clients for quality and costs. Clients realized increased employee ownership of the forecast, were better able to calibrate targets for key business drivers, improved variance analysis based on key business drivers, and were able to more frequently update forecasts to reflect updated stretch targets and assumptions. Designed and built planning models for companies in various industries, such as telecommunications, payment processing, broadcasting, manufacturing, fisheries, and the airline industry. Had a personal portfolio of clients that I worked with every year, helping them realize a more efficient planning process and more ownership of the data by all departments.Designed and implemented Business Intelligence solutions for clients. Responsibilities included defining key metrics, designing and building dashboards and reports. These ensured a common understanding of key metrics and gave everyone access to performance data.Member of a “Center of Excellence” team responsible for integrating Performance Management solutions across all Capacent offices and enhancing lead generation, sales and project deliveries.

Worked with clients in various industries to identify key business drivers and metrics; designed and built driver-based planning models to implement flexible rolling forecasts; built reporting solutions to monitor performance and analyze key trends. Developed guidelines for Capacent’s strategy formulation and execution processes, ensuring that long-term goals were clear, that day-to-day projects aligned with those goals, and the executive team was better able to monitor our progress and make adjustments where needed. This significantly improved the feedback loop within the company allowing us to better execute towards our goals.

Subjects covered included cost types (product, period), cost behavior (fixed, variable, mixed), cost allocations, relevant information for decision making, activity based costing, responsibility reporting, and variance analysis.

Led a team of MBA interns that analyzed business processes and IT systems to design a system to allocate marketing support to wholesale distributors, estimated to result in a 15% cost reduction and quicker analysis of sales data.

Projects included process analysis and redesign, financial analysis and modeling, requirements analysis for ERP system selection and implementation, and database design and management.Managed a team that performed requirements analysis, design, and implementation of a national intranet for KPMG in Iceland.

Subjects covered included data retrieval and analysis, financial modeling, relational database design, and systems implementation.