Focused on driving operational efficiency through establishment and improvement of critical finance-related workflows including FP&A, business partnering, corporate consolidations and reporting, and systems implementation.• Advises C-suite, driving companywide financial strategy for $180M+ opex across G&A and R&D organizations• Develops tools and frameworks to track business spend and areas of risk, and identify drivers and trends; overhauled existing reporting processes to drive forecast accuracy to within 1% of forecast• Drives companywide software rationalization project with IT and Procurement to analyze user data and insights and identify efficiencies in pricing and packaging; saved $2M in annualized company software spend• Builds economic models and conducted ad hoc strategic analyses for capacity planning, scenario planning, multi-year vendor contracts, and new products to support investment decisions for engineering and product leaders• Piloted and optimized implementation of company P2P solution with accounting and procurement teams to improve end-to-end financial support through the purchasing, procurement, and payment processes• Drives continuous enhancement of Adaptive Insights; streamlined models and dashboards, helping to automate and streamline annual planning, forecasting, month-end close, and BvA processes for broader strategic finance team• Evaluates R&D personnel-related costs for design and development of the Benchling platform, third-party software services, professional services, and allocated overhead to understand the ROI of build versus buy• Supports development, reporting, and benchmarking of key corporate operational metrics in monthly, and quarterly reporting packages including Board of Directors, Audit Committee and Executive reporting materials• Collaborated cross-functionally with all levels of management to execute $2M companywide week-long kick-off event, bringing 850+ employees globally to San Francisco

• Partnered with C-level executives and directs, providing actionable financial insight and strategy for $150M+ annual opex and $30M+ annual capex budgets for IT, Finance, Supply Chain and Executive cost centers• Developed analysis, tools, and frameworks to track business spend and areas of risk, and identify drivers and trends; overhauled existing reporting processes to improve forecast accuracy by over 10%, landing within .5% of forecast• Chartered and supported companywide strategic initiatives including growth initiative modeling resulting in $15M+ labor and controllable savings, in-depth analysis of outsource labor spend resulting in $1M of cost reduction• Integrated cost projections and unit economics models to provide procurement and IT with financialrecommendations, influencing $10M+ in companywide multi-year software license negotiations and renewals• Led GSP Partners Onboarding Project with IT and R&D VPs and PMs to build and integrate significant features including new API to customize and enable partner platforms to sell RNG products internationally• Directed and advised Anaplan team to enhance data integrity and create data models to assist procurement and IT with companywide laptop purchasing, software license purchasing, phone rentals to customers, resource allocation• Aligned with HR and recruiting to standardize hiring process practices and strengthen partnership with finance; accelerated and resolved significant hiring delays due to funding and communication gaps• Created development plan, mentored and trained analyst to successful promotion to senior level within 10 months

• Managed, owned and drove financial accountability for senior management and key leaders for over $170M annual opex and $70M annual capex budgets and monthly forecasts for 14 global office locations and 3 major cost centers• Developed analysis, tools, and frameworks to track business spend and areas of risk, and identify drivers and trends; improved forecast accuracy by over 30%, with actuals landing within 2% of forecast• Established and maintained relationships with major stakeholders as trusted business partner to the leaders of G&A functions; saved over $5M by optimizing variable labor costs for new SF and Seattle office locations• Ensured financial discipline in investment decisions and long-term facilities strategy through lease, sublease and capex analyses; advised construction & design and transaction teams for new site build outs of over $150M in capex• Partnered with treasury and corporate leadership to refine $450M+ FCF planning processes and quantify key risks• Collaborated with CorpEng and Infrastructure to align on proper opex/capex allocations for datacenters and offices• Spearheaded special project with accounting and data teams to automate accrual process, saving 100+ work hours• Worked closely with IT systems team to determine criteria, create dashboards, test and improve opex/capex reports• Drove strategic decisions and prioritization through packaging ROI analyses on key roadmap and real-estate initiatives; built long-range re-entry cost model that led to Virtual First strategy adoption• Launched forecast accuracy project to help FP&A team increase and improve forecasting methodologies