Financial leadership of an ambulatory pediatric care organization, representing $100M+ in revenue and expenses, encompassing 700+ provider FTEs, 1000+ staff FTEs and 50 locations. Key liaison for physician leadership and Stanford School of Medicine stakeholders. Ongoing financial support of inter-entity revenue streams between the School of Medicine and the hospital, valued at ~$500M annually. Manage ongoing financial planning and analysis, physician compensation and payroll, contract compliance, and due diligence for Packard Medical Group. Lead team of 8.•Optimized annual financial planning process: o Aligned strategic and financial planning processes. Implemented variable-based forecasting. o Reduced annual budget cycle time 25%. o Guided organization from repeated budget shortfalls to twelve straight quarters of positive budget variances.•Due Diligence: Redesigned due diligence financial model, increasing accuracy and improving acquisition onboarding process.•Physician Contracting, Compensation Management and Payroll: o Championed compensation model re-design slowing expense growth. o Reduced year-end compensation process cycle time by 25%. o Drove development and implementation of a Fair Market Value (FMV) policy, procedure and process related to physician compensation, mitigating compliance risk. o Led committee responsible for compensation philosophy and policies for the organization. o Drove development of contracting and compensation database, improving efficiency and compliance.•Prepared and participated in annual budget presentation to the Board of Directors.•Developed curriculum and led finance educational series for management team.•Promoted from Finance Manager.

Responsible for FP&A, controlling and business support of global Pharma Technical Development teams. Partnered with global external manufacturing teams to manage $75M+ in clinical CMO expenses.•Lead and ensure timely and quality execution of all finance processes (business planning, forecasting, monthly close and reporting of actuals).•Demonstrated success in building partnerships across organizational boundaries. Commitment to customer service with a strong sense of ownership for projects and results. •Developed, implemented and refined global forecast and accrual processes related to Project Variable Costs and clinical Contract Manufacturing Organizations (CMO). Forecast process changes reduced cycle time by up to 25%. •Developed and automated management reporting for clinical CMO organizations. Leveraged (and modified) existing reporting system to accommodate business partner needs. Reduced production time from several days to several hours. •Integral in developing and implementing new global cost center structure for Project Variable Cost organization to enable visibility into costs via efficient reporting.

Time spent with family, studying German and living/travelling abroad.

•Primary assignments with Microsoft (2005 & 2008) and Expedia Inc. (2006 – 2008).•Managed mid-year forecast models and complex reporting and analysis package in support of Microsoft mid-year review process; developed training documentation of mid-year review models.•Researched, documented, analyzed and updated company-wide allocation methodologies at Expedia. Managed YTD restatements of costs related to allocation changes. Worked with forecasting systems team to reflect new methodology in forecast model.•Developed partner-level profitability model at Expedia, Inc. which evaluated total business generated on partner platform. Analysis served as catalyst for significant business strategy and organizational change, including increased platform investment.•Refined and developed monthly reporting and analysis geared towards executive management for North American businesses at Expedia.

•Led team of 3 direct reports in support of Worldwide (WW) Shared Services, including: Product Development, IT, Facilities, Finance, HR, Legal, eCommerce Risk, eCommerce Ops and FinOps.•Concurrently responsible for $50M+ in CAPEX, $250M+ in G&A and R&D expenses and over 80 departments.•Developed WW R&D headcount forecasting tool based on turnover and historical hiring patterns to identify probability and size of budget variance. Led to paradigm shift in R&D spending, deliverable expectations and allocations to business units.•Served as key member of evaluation and selection team for new enterprise planning software package implemented worldwide. Developed OPEX/CAPEX requirements and evaluated key vendor products.•Developed Corporate P&L reporting and analysis tools that provided previously unavailable insight into overhead expenses. Rolled out monthly business reviews with all corporate partners.•Drove business partners to identify expense-saving opportunities to help company meet financial targets.

•Identified key cost-savings opportunity, totaling over $500K per year. Developed supporting analyses for associated projects and worked as catalyst to capitalize on these opportunities.•Identified opportunities for improved management reporting and drove development and ongoing maintenance of reporting package.•Prepared monthly in-depth analysis of financial and operational results and spearheaded semi-annual operations review of financial and operational performance.

•Managed budget/forecasting processes and provided analytical support.•Collaborated with business partners to identify reporting/tracking needs and assist in development of appropriate processes and tools to fulfill those needs.•Developed and automated variable forecasting for key COS items, identifying staffing and outsourcing needs as well as predicting future costs of providing service. Reduced forecast process time.•Re-engineered COS expense classifications and allocations to allow better insight into true costs as well as improve allocations process efficiency.

•Led 2 direct reports responsible for market research, pricing strategy, product development, promotional material development and formal RFP and contracting process.•Developed and implemented variable compensation plan for regional account managers.•Ensured depart met annual budget and business goals.

•Led 2 direct reports responsible for budget/forecast process, internal financial and operational reporting and analysis, as well as sales-supporting contract analyses and quarterly utilization reporting.•Key member of division executive team.•Developed contract profitability model based on activity-based costing study which transformed future contract pricing and negotiation. Fully integrated model into sales and RFP process. Model acted as spring-board to new service offering for parent company. •Handled highly confidential and sensitive information including site closures, personnel terminations and company-wide compensation plans.

•Prepared monthly and quarterly reporting package, including financial and operational analysis, and payer utilization analyses. •Coordinated budget, forecast and workplan process with satellite operations and corporate teams.