I help our customers create a vision for transformation and a transformation strategy leveraging both AWS Cloud and Pan Amazon offerings that helps them reimagine, reinvent, and transform their business to create new business models and economic value. I lead these engagements that creates a roadmap for execution and establishes the business value of transformation.

A&S is a team of space and cloud experts that guide customers as they adopt the cloud, support them through their digital transformation, and deliver solutions that address the unique business and technology challenges of the space industry. Rebuilt the Space Strategy team focusing on clearly defined input/output metrics and mission segment value chains to guide internal/external communications and solutions roadmaps. Lead the development of business cases and financial models.

Responsible for formulating business strategy and creating/driving a set of scalable business processes. Partnered with finance, technology, and sales teams to build the business cases and financial pro-forma’s to improve investment decision-making. Continue to work with customers to help them manage cloud costs efficiently and forecast these more accurately.

Cloud Economics focuses on addressing economic challenges faced by customers who are considering migrating from on-premises to the cloud or are currently managing workloads on AWS. I support customers and account teams by developing infrastructure migration business cases that focus on creating business value: cost savings, staff productivity, operational resilience, and business agility. I also help customers modify their finance teams, processes, and tools to effectively manage their cloud costs. In particular, I am an expert in forecasting cloud spend and help AWS partners develop tooling.

• Created the financial management function within the IT Business Office of a Fortune 500 company. • Improved communications between the accounting and IT teams resulting in greater visibility and more accurate financials during a reorganization of the IT department.• Introduced a strategy map and KPIs incorporating an ITIL framework. • Developed monthly reporting/forecasting and annual budget processes for plan//build/run departments.• Launched a demand/portfolio process for SDLC and Agile projects tied to customer strategic plans. • Built labor reporting dashboards using Tableau and coordinated resource planning with the PMO.• Championing the migration of labor tracking from a custom application to PeopleSoft Time and Labor and the implementation of PeopleSoft Project Costing for the IT team.• Designed a TCO model in Tableau for applications hosted by a managed server provider to reduce server, storage, and backup costs. Identified opportunities to better align service levels and application criticality.• Identified cost savings of migrating from on-premise to cloud (AWS/Azure/Oracle) cloud architectures.• Earned ITIL-Foundation certification.

Serve as a a subject matter expert and guide the development of analytics, strategy, and finance courses including:• Launching and Building Analytics Teams, 2017• Using Segmentation to Exploring Data for Effective Decision Making. 2017• Data Visualization and the Art of Effective Storytelling, 2015• Improving Decision-Making Using Marketing Return on Investment, 2014• Using the Right Discount Rate. 2013• Taking Control of your Strategy with KPIs, 2013

Omnitracs LLC is a leader in global SaaS and software fleet management solutions serving the transportation industry. Formerly a division of Qualcomm, Omnitracs is owned by Vista Equity Partners, a leading private equity firm.• Responsible for financial planning & analysis, KPIs, and management/owner reporting. • Implemented a SaaS planning/reporting tool and championed the introduction of Tableau for analytics.• Partnered with the engineering team to build a resource forecasting tool for hardware and SDLC projects.• Designed and introduced key monthly processes (flash, rolling forecasts, reporting, operating reviews). • Recruited and trained a dedicated FP&A corporate team in the company’s new Dallas headquarters.• Created a vendor-level forecasting and budgeting process for the CIO’s organization.

Responsible for corporate financial planning and analysis, management and metrics reporting, and corporate development financial analysis. Championed a major initiative to migrate all corporate and operational KPI reporting from a Microsoft Access/Excel environment to an enterprise level data warehouse using Tableau as the presentation layer.

• Coordinated the leadership of multiple lines of business in two operating divisions ($5B+) to launch integrated cross-sell campaigns using marketing analytics to drive targeted offers.• Created reporting and FP&A policies for IT finance group for a $20B global company.

MSc. program focused on the use of qualitative and quantitative/statistical analytics to solve business problems.

Invited by CEO and CFO to build the corporate FP&A team. Developed the vision and built consensus for FP&A's role in helping leaders make better decisions with limited staffing and technology resources. FP&A took the lead on developing strategic and financial plans, ensuring strong linkages between the two and reduced the planning calendar by 50%. The team also created new tools and processes to better understand the impact of productivity on financial performance. For example, revenue forecasting accuracy was improved through a model based on a regression analysis of key drivers. Information was summarized and analyzed consistently across the company. • Improved current and created new tools and processes to better understand the envelope of potential future financial performance. Built revenue forecasting tool applying regression analysis to key drivers.• Championed the launch of and continual improvements to a sales pipeline in SQL using an Agile/Rapid Prototyping process. Identified new key performance measures for sales effectiveness and created dashboards using Tableau.• Led the strategic planning process, organized around evaluation of markets, products, and competitors to identify sustainable competitive advantages. • Developed the annual operating plan process and clarified linkages with the strategic plan. Reduced planning period by 50%. Identified opportunities to reduce SG&A by more than 25%. Created board materials.• Designed and managed monthly operating reviews. Improved formats to facilitate more actionable, forward-looking discussions. • Created monthly performance reports for board, CEO and CFO to evaluate performance against plan/forecast and highlight business drivers behind variances. Drafted CEO letter to the board. • Participated in quarterly earnings call preparation, helping to develop positioning and approaches to address investor concerns. Created presentations distributed to investors used during the call.

Responsible for company-wide financial planning, forecasting, and business analysis, including preparation of BOD materials. Reported to SVP Finance and served as his "lieutenant" from 2002 through 2007.Spearheaded a project to better integrate strategy with financial plans using strategy maps and balanced scorecards. Persuaded CEO and CFO of the value of this approach, and worked with C-level executives to optimize the divisional strategic growth portfolio.Collaborated cross-functionally on several projects. Examples include improving IT portfolio management and governance, implementing Hyperion/Oracle planning and reporting solutions, and product profitability that provided improved insights into product pricing.

Joined the new treasury team to bring a stronger discipline to corporate cash management. Quickly assimilated treasury activities and earned the Certified Treasury Professional (CTP) credential. Overhauled the investment management structure of a $700MM global fixed income portfolio by selecting new managers and custodians; Improved returns by 200+ basis pts. and reduced fees by 15 basis pts. Developed Sarbanes-Oxley compliance plans for investment management and capital/fixed assets areas, and improved accuracy of interest income forecasting by 80%.

Improved the analytical and financial rigor of capital spending. Developed a framework to link capital spending to strategic plans. Spearheaded the development of new processes around business case creation, process automation, reporting using dedicated data warehouses and BI reporting and analytics front-ends, and internal controls. Institutionalized this approach by introducing a "capital manager" overlay function on the finance team. Retained oversight of the capital process in subsequent positions. Continued to lead both multi-functional and financial due diligence and integration planning teams for a broad range of domestic and international companies with revenues from $20M to $300M+/year.

Replaced the divisional CFO who left with little notice. Quickly stepped in and assumed responsibility for a key strategic business unit ($200M+ annual revenues, 200+ employees), including key financial and business metrics reporting, planning and analysis, revenue recognition, quarterly audits, billing and collections, contract review, capital, headcount, and new product launches. Improved forecasting by incorporating business drivers.

Recruited to formalize the FP&A group at Network Solutions in a time of explosive growth - internet domain names grew by more than 150% my first year, 50% in my second year. In this hyper-growth environment, VeriSign acquired and reorganized Network Solutions, migrated ERP from SAP to Oracle, and continued aggressive M&A activity. After reorganization held three positions simultaneously: director of divisional planning for the Mass Markets/Consumer division reporting to the divisional CFO; director of corporate planning reporting to SVP Finance; and director of acquisition finance reporting on a dotted-line basis to the EVP Corporate Development.

• For a $900M division growing at 20%+/year, built and led a 6-person team responsible for P&L planning, forecasting, and reporting for seven lines of business. Played key role in integrating a $300M division.• Initiated an MBO of a $30M division, submitting the winning bid. Negotiated letters of intent and purchase agreements. Retained independent investment bankers, legal, accounting, and search firms. Developed the post-buyout strategy and path to profitability. Met with potential institutional investors and negotiated term sheets. Negotiated a breakup fee when the MBO was terminated prior to completion.

Taught undergraduate classes in entrepreneurship, culminating in a business case presentation to a panel of corporate and private investors.