Lead company-wide Corporate FP&A activities for Houzz, a pre-IPO SaaS and e-Commerce startup for the home industry.-Oversight over all Corporate FP&A processes including monthly close, forecast, annual planning, and Board reporting.-Head of Finance for the Product, Technology, Marketing, and G&A budget with annual spend of $180M. Partnered with operational leadership to identify redundant and excessive spending which resulted in an annual cost reduction of $42M (-23% YoY).-Partnered closely with business leaders across Product and Engineering to evaluate funding of new projects, resource allocation, and providing analytical support and guidance around decision making process around new strategic initiatives.-Managed the IT budget of $4.8M which entailed working with the head of IT on pricing of new and existing vendor contracts for software and web hosting, capex investment, and IT support planning.-Managed the paid media budget of $50M for marketing and worked closely with the head of Marketing to ensure ROI targets were being achieved through optimal spend within each paid media channel.-Ownership over the financial budget for Legal, Finance, HR, Recruiting, and Workplace Experience functions-Led initiatives with Accounting around GL data integrity, implementing monthly pre-close reviews which resulted in a quicker close cycle, and driving adoption of a new PO process to effectively manage the spend. -Responsible for the technical and business administration of the Oracle PBCS financial application. Improved processes around data integrity, forecast cycle, and report automation.

Head of Finance for Shutterfly’s Borrow Lenses business unit. First dedicated FP&A hire in a startup like environment with annual revenue of $25M. Built from the ground up financial models, management reporting, business analytics, and established financial processes.-Responsible for all FP&A activities across the business unit. Provided key financial support in business decision making and strategic planning, including the preparation of forecasts, long range planning, and investment analyses-Worked cross functionally with Operations and Marketing leadership to identify, analyze, and model revenue and margin improvement opportunities across the business-Created and drove all analytics around performance of revenue generating assets. Developed a process with the buying team on purchase strategy to improve payback and align the purchasing process with quarterly revenue targets-Lead the annual planning process for the Borrow Lenses business unit. Partnered with Operational leadership to align the business unit strategy with the corporate financial objectives for FY19

Responsible for providing key operational support for Oracle’s sales incentive program across North America and Latin America.-Partnered with sales management to design, develop, and implement global compensation plans that support Oracle’s go to market strategy by line of business and geography-Assisted Sales Operations with questions around incentive plan components, sales quotas, compensation payouts, quota setting, and deal crediting

Head of finance across 80 ambulatory care centers within the greater Sacramento service area and Radiation Oncology service line with a combined total gross revenue of $380M, operating expense of $150M, and headcount of 650.-Developed financial action plans around revenue, expense, and headcount for Operations leadership which drove year over year revenue growth of $1M while reducing expense by $225K in the Sacramento service area-Performed a deep dive into the pricing of the top procedure codes and presented a recommendation to executive leadership to increase the fee schedule by 3% which resulted in an additional revenue of $3M in 2017 and forecasted revenue of $11M in 2018-Successfully created a financial model which drove the analytics on an initiative to improve the payor margin mix across Sutter Medical Foundation which resulted in an increase of $1.5M in revenue in 2017 and estimated $9M in 2018-Lead the annual budgeting process across the Sacramento Service Area. Performed a bottoms up budget and worked closely with Operations to drive initiatives to align the budget with overall company objectives

Managed the Enterprise Product Management budget with total revenue of $460M. -Successfully developed a resource allocation model which enabled the creation of product line P&Ls and pipeline reporting by product to determine product margin and enabled the VP of PM and PMs to manage their resources more effectively-Created financial accountability to PMs by developing financial metrics and operational KPIs and formalizing monthly reporting, forecasting, and tracking of execution of action plans by PM-Managed, mentored, and developed a team of 3 financial analysts

First Sales Operations support within the company. Managed $17M in revenue for Quova which entailed tracking revenue from new deals, renewals from the existing customer base, and weekly reporting & forecasting.-Successfully transformed the forecasting process and tools to provide greater insight into the pipeline and potential revenue. Initiated Salesforce.com analytics reporting and gained investment to develop a Sales Support model taking low level work away from the Sales reps-Developed financial dashboards to drive overall business analysis and to give an in depth view of the sales force productivity and effectiveness, and the go to market channel model-Developed a contract, billing, & revenue recognition process for a new online advertising product which resulted in first year revenue of $1.2M-Worked closely with individual sales reps on structuring of deals to maximize margin, gain market share, and promote our data across various verticals-Partnered with account managers on renewal status of existing contracts to identify risks and opportunities to recurring revenue streams which resulted in greater accuracy to the revenue forecast -Created annual sales quotas and compensation plans to align with overall company objectives and administered monthly sales commission and bonus calculations

First FP&A hire for the organization and direct report to the CFO. Developed from the ground up all FP&A processes which included financial forecasting, budgeting, consolidation, reporting, and analysis of $17M in revenue and $15M in operating expense across S&M, R&D, and G&A functions. -Developed all financial models and management reporting in respect to bookings, revenue recognition, pricing, expense, and headcount which influenced all areas of the strategic decision making process-Successfully established a form of control on the spending across the organization. Established detailed opex budgets by function and partnered with functional heads across Sales, Marketing, Engineering, and IT to track spending and put a formalized PO process and capital tracking system in place-Provided direct sales & marketing support to both the VP of Sales and VP of Marketing, which included managing marketing program spending, lead gen effectiveness, sales rep achievement, ROI analysis of online marketing campaigns, and pipeline reporting & analysis-Supported the CTO and Director of IT in strategic decision making related to engineering and operations which included managing consulting spend, capital purchases, asset tracking, R&D investment, and project related costs-Developed a tiered data pricing model which was implemented across the sales organization that resulted in greater pricing consistency across data use cases and shortened the sales cycle time by 2 days.