Head, Data and Operations: Member of M&A team managing the data migration efforts to move acquired company’s business and financial data into Google Cloud’s business ecosystem. Led the data integration efforts for Google Cloud’s largest acquisition (Mandiant at $5.4B). • Created M&A’s first end-to-end data migration strategy (leads to revenue). The strategy defined the data needed to support critical processes and met all business data requirements. • Spearheaded efforts across numerous financial groups and system product managers to create and align on a strategy for migrating financial data, that documented the financial data/reports needed, where data would be stored, and processes/data needed for reconciliation.• Created a comprehensive technical document that detailed the data mapping, processes, filters, transformations, and validations needed to migrate data to test and production systems. • Developed a test plan with engineering, process owners and business. Two test rounds were used to test scripts, validate data, analyze processes, evaluate data quality, and test load times.• Coordinated with engineering and business to develop a detailed migration plan to include all tasks, dependencies, responsibilities, and timelines (system downtime was very limited). • Led the successfully completion of Phase 1 (SaaS business) of the Data Migration Initiative ahead of schedule. Users were transacting SaaS products in Google systems on day 1, and all non-data quality issues were resolved within 1 week.• Managed Mandiant’s Data Lake operations as well as engineering it to source migrated data.

Led Portfolio operations for a B2B cybersecurity company. Responsible for driving operational excellence across the portfolio to align activities, streamline processes and enable efficient data driven decision making.• Created the data strategy to support the divestiture of the product business from the company • Reporting and data migration lead for a major ERP and SFDC transformation moving from appliance businesses to cloud. Delivered 40+ Q2C quick wins to support the transformation• Helped develop governance processes and built/led PMO activities to drive over 120 strategic initiatives (NPI, GTM, and pricing/packaging) through a concept-to-market toll gate process designed to justify/prioritize efforts, improve visibility/communication, and allocate resources • Led PMO efforts to prioritize IT projects against resources, strategy, and business goals • Implemented a roadmap execution tracking process to rebuild confidence in our Product and Services roadmaps. Chaired bi-weekly meetings with PMs, Engineering and Sales Engineering to review release schedules/scope, status and GTM activities. Delivery/scope accuracy up 32%• Created the BI strategy, managed the Azure data lake, and led data governance efforts. Efforts significantly improved data accuracy, access to data, timeliness of reports and overall analytics • Spearheaded efforts to reduce the time from book to bill resulting in a 22% SLA improvement • Co-hosted and provided analytics for the weekly Executive Operations Review (C-Staff attend)• Created/briefed business metrics at Executive and Product QBRs. Tracked execution to strategy• Assisted in development and launch of a radically new subscription pricing and packaging initiative across all major products, resulting in improved ARR and sales efficacy • Led a program to develop COGS and Margin models for each product line to provide the first ever product specific P&L. Improved cost mapping resulted in $2.5M immediate savings

Led Operations for a $400M B2B SaaS business unit. Responsible for creating business insights, measuring performance against strategy, and resolving business execution issues across all BU functions. • Developed and executed the Business Intelligence (BI) strategy across the BU. Developed and maintained a BI data warehouse that captured Enroll to Cash transactions from our ERPs, eCommerce system and fulfillment systems to improve end-to-end transaction visibility• Coordinated with the BU leadership team to create and agree upon KPIs, strategies and tactical plans to achieve business goals. Created reports and dashboards to monitor key metrics, lead-to-cash processes, customer churn, renewal rates, discounting, cancellations, and product mix • Reduced over-aged invoices by $4.2M by challenging/reconciling the data with collections • Corrected booking to billing issues resulting in a quarterly 7% revenue increase by implementing monitoring and driving process improvements with engineering and IT• Co-managed a $400M P&L. Improved procurement processes saved over $200K/Quarter • Segmentation analysis discovered over 7K enterprise customers in SMB retail channel, representing well over $25M in potential up-sell. Results changed marketing/sales strategy• Advanced knowledge of software engineering methodologies and IT lifecycle management• Led BU software integration team in efforts to upgrade our Oracle ERP systems, quoting engine and eCommerce system to a subscription based ERP (Zuora and Oracle R12)• Migrated our CRM systems to an Eloqua/SalesForce architecture using Agile methodologies• Operations lead for 4 lean start-up initiatives and 31 non-standard product releases • Improved 40+ processes to reduce support call volume and Authentication through put time

Network Agents was a start-up specializing in developing capture strategies and writing proposals for government contracts. Built and led the IT and logistics consulting branch. • Resolved logistics issues between client and GSA resulting in $30M increased annual sales• Created capture strategy and wrote the technical chapters for a $130M IT help desk proposal

US Information Technology was an Oracle-based IT consulting and software development firm. As Technical Director supervised 5 software development projects (40 developers)• Business Development: Analyzed business issues and proposed technical solutions, developed marketing and engagement strategies, formed partnerships and wrote proposals

Managed 4 divisions: IT Crisis Center, Web Development, Continuity of Operations, and Assessments. Supervised 18 personnel. • Transformed10 independently run field activities into a services-based organization utilizing quantitative metrics, ITIL, and CMMI, to align IT operations with business requirements• Created a (BI) system and a data warehouse fusing logistics and finance data from disparate systems. Derived business insights improved decision-making and validated data• Developed and presented a daily IT operations summary (490 million transactions/month, $933 million IT budget) to the CEO (Vice Admiral) on IT issues that impacted the enterprise• Maintained the IT security road map tracking known vulnerabilities and plans to remediate Chief of Staff to the CIO: Responsible for managing the daily administration workload for the CIO (leading MORs/QBRs, preparing correspondence and briefings and tracking all action items)

Responsible for the command and control functions of a world-wide military logistics operation. Supervised 80 personnel.• Led the DLA Logistics Operation Center team to two awards for logistic support for combat operations in Iraq…expedited critical parts, reported on impact to operational readiness and monitored supply chain • Awarded for directing DLA operations supporting Hurricane Katrina relief efforts. Ensured a rapid flow of critical support information and record levels of 24 x 7 logistic support ($409M)