Serve as financial business partner to the EVP/COO, SVP of Global Real Estate, VP Global Procurement, Chief Strategy Officer, VP of HP Ventures and Executive Office. I hold full responsibility for 27 direct reports, including 3 managers, and controlling $1.5 billion annual spend, including both capital and venture investments, with a focus on reducing footprint and minimizing operating costs. I am proud to have:❖Led financial separation of Hewlett Packard Inc. and Hewlett Packard Enterprise Real Estate portfolio. Minimized stranded costs/dis-synergies and delivered regular briefings to senior leadership of both companies. ❖Developed and implemented 3-year real estate consolidation plan for HPE with anticipated cost savings of 20%. Plan will achieve post-separation cost targets and create capacity to modernize the aged real estate portfolio. ❖Advanced portfolio valuation processes for the HP Venture Investments team that focuses on pre-IPO emerging technology companies. Worked with PricewaterhouseCoopers to structure and implement more rigorous financial processes related to portfolio performance reporting, impairment testing, and more. ❖Selected as a Mentor in the HPE Finance high-potential mentoring program.

I was promoted in 2011 to upgrade finance support for Global Procurement (GP); my role expanded in 2012 to include FP&A responsibility for the entire Technology and Operations (T&O) organization. I supported T&O EVP by creating executive views of the T&O portfolio made up of information technology, global real estate, sales operations, global business services, global procurement, global security services, and business process management. My responsibilities included 20+ direct reports, a $4+ billion OPEX and $600 million CAPEX across the T&O portfolio. My successes include:❖Spearheaded the “Make it Better” campaign in the Technology & Operations division impacting a $4 billion budget and 33,000+ employees. Prepared organization for restructuring, liaised with VPs across internal groups and the broader HP finance community, and ensured all financial and workforce commitments were achieved. ❖Drove numerous executive reviews related to financial budgets, financial programs, and workforce plans, partnering closely with HR, S&P, and T&O senior leadership to ensure a balanced perspective was presented. ❖Implemented revised value tracking guidelines for GP that bridged the gap between real financial impact and negotiation success.❖Kicked off development of T&O value capture framework and standardized calculation guidelines around the financial benefits driven by T&O, including revenue enablement, operating profit, and working capital.

I led 25 financial specialists and analysts responsible for business analytics and bid support on $21 billion per year indirect and services procurement spend, and oversaw all financial planning, reporting, and analytics associated with $130 million global procurement budget. I performed extensive value tracking and spend analytics to heighten insights into financials and supplier base. Among my accomplishments:❖Integrated spend/savings analytics tools, processes, and metrics within 6 months of HP-EDS merger, beating target deadline by 2 months. Armed procurement professionals with information needed to optimize performance. ❖Contributed to $250 million savings through 40 sourcing events in FY11 by providing market intelligence and financial analytics on a $2 billion annual spend. ❖Strengthened the supplier financial risk assessment program to provide leadership with earlier risk indications within the supply base. ❖Supported $2.5 billion in cash flow improvement by driving implementation of new standard payment terms with 6 work streams in the global procurement organization.

I managed a global team of financial managers, specialists, and analysts responsible for financial execution in a $19 billion per year Direct Procurement organization. I supervised 9 direct and 30 indirect reports in accounts receivable, accounts payable, inventory, rebates, FP&A and directed all aspects of budgeting and reporting on $33 million Direct Procurement department budget. I reported results, issues, and corrective action plans to Direct Procurement VP and staff. My achievements include:❖Named to HP’s cross-company working capital improvement team to represent the supply chain organization, driving $1.5B in cash flow improvement through extending vendor payment terms❖Managed $800 million monthly inventory allocation and created a more accurate forecasting model for HP business units associated with outsourced manufacturing.❖Increased efficiency, financial/business controls, and SOX compliance by driving continuous global process standardization for end-to-end outsourced manufacturing processes. ❖Delivered more reliable and consistent information to senior management by improving the quarterly commodity cost review process.

I directed 3 financial analysts responsible for FP&A of the Direct Procurement and supply chain integrated solutions (SCIS) organizations. Among my successes:❖Designed and implemented cross-HP ROI framework for supply chain IT systems❖Enabled sound decision making by developing key performance metrics and reporting tools for direct procurement❖Handpicked to support pre-HP/Compaq merger clean room with supply chain finance analysis used to determine the new company’s most efficient and profitable supply chain❖Delivered hundreds of millions of dollars in cost savings by contributing to the post-merger global deployment of buy/sell procurement model

I drove all FP&A activities for HP’s worldwide international procurement organization and assisted in designing tax optimization models