Over 5 years running Finance at Mural in a hypergrowth period where we scaled from <$10M to over >$100M of ARR. First senior hire in Finance (pre-Series A) and been part of the executive team since 2019, reporting to CEO.Main achievements:• Led fundraising of more than $250M via equity and debt in Mural’s Series A, B, C rounds from leading VCs (Insight Partners, Radian, Gradient, Tiger Global & others). • Led Mural’s acquisition of LUMA Institute, a human centered design training organization who differentiates our offering to help global enterprises transform how they work. • Built the entire Finance and Operations functions from scratch, including RevOps, Business Operations, Accounting, FP&A and Legal. Handed over Operations teams to SVP of Ops as we scaled. Main responsibilities• Accounting: global team supporting the growth of the business with a global employee base (20+ countries, 20+ states in the US). Accounting, treasury, revenue, payroll and procurement.• Financial Planning & Analysis (FP&A): forecasting, LRP, budget, monitoring of actuals vs plan, reporting internally for board and externally. • Legal: Go-to-market commercial support, Privacy & Product, Employment & Corporate matters.• Corp Dev, Funding & investor relations: main POC for external relationships with banks and board.

Reporting to the CEO and a member of the Executive Leadership Team, I was hired to build the Finance & Operations teams from scratch and now made up of ~50 individuals. I was wearing three main hats:𝐅𝐢𝐧𝐚𝐧𝐜𝐞 & 𝐋𝐞𝐠𝐚𝐥– Acting CFO: led three financing rounds (Series A $23M, Series B $118M, Series C $50M) next to the CEO. Meeting top tier investors, creating pitch materials and point person for all diligences. Monitoring & definition of key metrics, relationship with external stakeholders (banks, investors, board). Built a team to support a hyper growing organisation, with requirements to scale processes, tools and people globally. Also led Mural's first ever acquisition with LUMA Institute, a differentiator in our offering in March of 2022. – Legal: corporate and commercial relationships. MSAs standards, vendor contracts, etc. 𝐎𝐩𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬– Revenue Operations: go-to-market strategy, defining and monitoring key drivers of the business, tooling & systems for the frontlines, compensation plans, QBRs, etc. – Business Operations: modeling the business with dashboards & data definitions, leadership support on cross-functional projects (e.g. OKRs, geo-expansion, etc). 𝐂𝐡𝐢𝐞𝐟 𝐨𝐟 𝐒𝐭𝐚𝐟𝐟– Acting CoS, running weekly staff meetings, ensure we track our company goals consistently, quarterly planning cycles, etc.

Pipedrive is a sales management tool: its mission is to help sales teams grow by giving them control over selling processes and help them close more deals. The company was founded in Estonia in 2010 and has raised more than $80M in funding with more than 75,000 customers globally.My goal as the leader of the Strategy & Business Operations team was to help manage Pipedrive’s hyper-growth with operational and strategic rigour. This meant, for example, leading forecast meetings, defining international expansion & go-to-market plans, enhancing dashboards and internal/external presentations, etc. I was also running the Sales Operations function, partnering very closely with our Sales Leads to define and enable the long-term growth of our Sales Team spread across New York, Lisbon and Tallinn. Part of my scope was defining territories, quotas, reporting & monitoring of objectives and forecasting.Key achievements:• Project-managed key initiatives as a go-to person for the CRO/executive team – examples include trial-to-paid conversion rate ‘SWAT’, revenue growth & strategy workshops, offsite facilitation, etc• Worked alongside executive team to forecast and determine revenue goals for the year – weekly & monthly running of revenue meetings to monitor attainment and report back to Board• Overhauled BI reporting and dashboards – established processes & owners to ensure accountability• Headed go-to-market strategy for key regions – developed plan for Germany and expand Brazil• Led Sales Operations: recommended scaling sales team and revamp comp structure – 3x increase in MRR impact• Key member of the fundraising team for the Series C ($60M raised) – revenue forecasting, meetings with VCs, data room materials, etc• Part of the initial team who opened the London office – key cultural ambassador in a remote office• Speaker at events in Berlin, London and Munich (Creandum SME day, Intercom Supercharging Sales, Bits & Pretzels)

LinkedIn Marketing Solutions is the online advertising business of LinkedIn, using profile data to target professionals with relevant content & ads. In Account Management, we worked with top enterprise clients to ensure they were achieving their business objectives. My role was to lead the UK Account Management team and a key member of the UK Leadership Team.Key achievements:• Winner of the MVP Managers Award for EMEA in 2016 (voted amongst ~200 leaders) – strong 360 feedback in all my tenure• Led team of ~18 Account Managers in the UK – led Spain and Netherlands teams in first 2 years• Ideated and launched NPS program in EMEA to measure and act on feedback - scaled program globally and trained/change managed frontlines on NPS principles, active listening, etc • Trained Global Senior Leadership on basic consulting skills through a 2-day program called Data Driven University (DDU) – NPS of these programs was 90+ consistently• Led/involved in key strategic initiatives across EMEA – e.g. customer segmentation & service levels, 2020 Strategy plans

In Account Management at LinkedIn Marketing Solutions, we work with our clients to ensure we are achieving their business objectives whilst also delivering great customer service and ongoing account support. During my first 2+ years at LinkedIn, I was leading a team of ~8-12 Account Managers spread across the UK, Spain and The Netherlands.

Overview:As a Case Team Leader at Bain I was responsible for leading teams of consultants/analysts serving our clients. Project examples:Led team advising Top 3 global telecommunications company on corporate strategy/M&A across consumer and enterprise segments for key regions in Europe

Private Equity: Commercial Due Diligence (various clients)• Advised several Private Equity funds on specific target opportunities• Key responsibilities involved: investment thesis review (market, competitors, company, management plan) through primary and secondary research • Sectors analysed include Discount Retailing (ended with a £980M deal), Call Centre operator (£340M deal), Healthcare/IT, Insurance/IT (Vendor DD) and TextilesMedia Company: Organisational change• Advised major broadcaster in the UK in implementing changes to organisational model• Developed project “charters” to ensure clear roles & responsibilities for PMO team• Helped team develop tools on how to assess and evaluate project portfolio Oil & Gas: Project Management Office (PMO)• Advised major Oil & Gas player in significant PMO program in its Angolan subsidiary, helping cross-functional teams implement global organisational change• Conducted gap assessment/diagnostic on Ops team and other relevant functions• Drove root cause analysis to understand drivers of gaps and co-developed recommendations with the client• Co-ran workshop for Senior Ops leadership to roll-out initiative and establish workplan to close gapsUtilities: Customer advocacy and retention• Led primary research with corporate customers for major gas provider in the UK to understand drivers of loyalty using Bain NPS methodology• Identified “pain points” of customer journey and co-designed strategies on ways to improve overall customer satisfaction• Benchmarked client versus other Big 6 players and smaller industry challengers

• Advised a £240M deal for a US PE, valuing the leading educational publisher in LATAM and Spain• Assisted a £200M investment for a leading global PE fund in two deals: Colombia's major Oil and Gas downstream player and Brazil's leading industrial laundry player• Led 4 client team members of the leading Argentinean TELCO, defining its go-to-market model for the corporate segment with sales estimated to increase by 3-5%• Led projects in the US and EU for the leading IT solutions provider to the travel industry (Amadeus) - presented findings to Amadeus’ key customers at a regional forum in San Pablo, Brazil (links attached)• Led 5 client team members in defining real estate strategy for top CPG player in Argentina - presented results to Country Manager and ExCo• Facilitated a strategy workshop for 10 top management executives of a Chilean mining company• Led customer strategy efforts with COO and CRM teams of largest gaming player in Argentina

• Co-led benchmarking analysis for French and Malay travel agencies by visiting small/medium sized agencies - presented French project findings to the tourism media in Paris (link attached to profile)• Advised Maintenance Manager defining maintenance strategy in Copiapó, Chile (~1% COGS savings)• Assessed a new sales channel opportunity in Chile for the Country Manager of a UK-based global insurer• Led M&A synergies and risks for two pharma distribution companies in Argentina - led client interviews on site• Assisted top investment bank in the valuation of the leading media group in Argentina

Overviewgedas was an IT consulting firm, with a strong focus on the automotive sector. It was originally part of the Volkswagen Group and it was then acquired by T-Systems. The MDU was responsible for enlarging the customer database and finding new opportunities outside of the VW Group Key responsibilities included:• Supported the Marketing & Sales teams in preparing pitches for potential opportunities • Facilitated weekly sales meetings with full sales team (30+), preparing pipeline materials and managing sales hopper/opportunity log• Analysed specific markets in the automotive sector (eg after-market suppliers, OEMs)• Supported team in preparing stands and promotional materials in events/motor shows (eg Salon del Automovil) • Co-led ISO 9001 certification

deAutos is now the largest car marketplace in Argentina. I was part of the team that began its online operations in early 2000 as an assistant webmaster. However, it was a very small team (<15 staff) and my responsibilities varied significantly daily (ie from programming and designing individual sections of the website to analysing marketing and surveys data). Key achievements included:• Redesigned “My Car” section, adding structure, logic and visually impactful content for customers to better manage their car ads, views and watch-list. Simplified process for publishing used cars• Designed and selected content for monthly newsletters to customers. Suggested adding links to surveys to capture customers’ feedback and processing results to present to top management (CEO and COO)