Lead FP&A team delivering business partner support for DevOps, Engineering, IT, CTO, and Product organizations covering over $1B/yr of company spend across COGS, R&D, and G&A. Providing monthly gross margin forecasts and financial modeling for NPI. Establish scalable process for month-end close, forecasting, headcount management, data center spend, and public cloud spend.KEY ACCOMPLISHMENTS:• Led cross-functional meetings to reduce COGS and deliver quarterly gross margin improvements• Relentlessly challenged Engineering and DevOps to utilize colo server capacity and optimize COGS resulting in multiple workloads migrating from public cloud to colo• Expanded scope from DevOps to ownership of gross margin in monthly CFO reviews• Collaborated cross functionally on usage, capacity, COGS and launch readiness for generative AI features in Zoom AI Companion• Created and led cross-functional project to migrate accruals process to Oracle and introduce automation resulting in 80% reduction of PO lines requiring FP&A review• Recognized four times by different departments for quarterly employee awards

Avalara is the leading SaaS solution for sales and use tax compliance. FP&A owner and business partner for CTO and CPO with scope of responsibility for 900+ employees and 30% of company spend across Cost of Revenue (CoR), G&A, and R&D. Build annual plans, provide monthly variance explanations vs. plan, KPI metrics, and ad hoc analysis. KEY ACCOMPLISHMENTS:• Built Power BI headcount and financial reporting with row-level security for the entire company. Reporting includes current headcount, pending starts, open reqs, headcount budget, variance vs. budget, YTD hiring, YTD attrition, and all OPEX by cost center and region.• Used CloudHealth to build reports, monitor AWS spend, and escalate increases in spend. • Partnered with SaaSOps to evaluate 5-year cost of AWS vs. building data centers in collocated space. Analysis determined AWS was the optimal solution for products and geographies.• Led effort to select a learning platform which resulted in 3 pilots and employee survey selecting Udemy as platform. In the first quarter, over 70% of employees enrolled in at least 1 course.• Created recruiting dashboard showing trailing 4-week trend for key process steps to identify when lack of candidate pipeline would result in missing hiring goals 3-4 months in advance. Dashboard also evaluated success by applicant source. Led to realization that proactively contracting qualified candidates was the most successful method leading to increased proactive sourcing which increased hiring by 50%.

Cross-functional expert for $650M of inventory and $1.5B/yr of media operations P&L lines: shipping COGS, inbound transportation, customer returns and concessions, inventory valuation & adjustments, vendor recoveries, liquidations & vendor returns, Prime revenue allocation, shipping revenue, ops variable, and fixed cost. Managed 21 operations and retail free-cash flow initiatives delivering $200M of incremental P&L benefit in 2018. KEY ACCOMPLISHMENTS:• Created the first release-day-delivery (RDD) P&L to evaluate program profitability. Identified the program had higher shipping COGS, and the top 7 game releases are 92% of volume leading to increased placement on top releases driving shipping COGS savings of $1.77/unit. • Built inventory report to measure selection, product mix, inventory health, inventory age, and impact of 1-day delivery initiative. Report showed 85% of inventory is <1 year old vs. perception that most inventory was 3+ years old. • Deep dive system logic and settings that prevented action on $33M of unhealthy inventory. Implemented short-term solution of manual price markdowns with weekly reporting while partnering with system team to update purchasing and inventory health logic to prevent future manual intervention.• Developed ASIN specific P&L to help weekly review and understand drivers for top 10 items that are CRAP (can’t realize a profit)

Managed a new team that developed Prime Now supply chain cost models to evaluate transportation, variable, and fixed cost of distribution centers vs. buying products from distributors. Developed supply chain KPIs for weekly and monthly business reviews. Increased responsibility by adding Fresh supply chain ownership without adding headcount to team.KEY ACCOMPLISHMENTS:• Managed team to create a key weekly report for operations to identify cost opportunities in employee utilization, process path rates, and transportation utilization leading to a distribution center cost of $0.42/unit vs. prior cost of $0.90/unit.• Executed cross-functional deep dive on Prime Now product shrink and inventory loss leading to 71% reduction in weekly shrink and inventory loss. • Created weekly and monthly transportation metrics leading to changes in route frequency, connection nodes, and lane specific negotiations resulting in beating the plan by 22%.• Built MYSQL model using trailing 30-days sales, current inventory levels, and product expiration date across 42 cities to predict which product would shrink before selling.

Developed processes and created models for product cost planning and forecasting. Increased responsibility by creating supply chain KPI dashboard and driving operational cadence to improve: negotiated savings, lead-time, payment terms, part availability, contract terms, inventory, shortages, and product cost. Assumed ownership of quarterly OEM PO and monthly PPV processes.KEY ACCOMPLISHMENTS:• Built excel models and created business processes that drove supply chain team to increase cost reductions by 75% from FY14 to FY16 leading to record gross margin for hardware despite ASP erosion.• Grew and mentored a worldwide team from zero members to 10 in less than one year. • Create and manage supply chain dashboard resulting in improvements in cost reduction, payment terms, lead-time, flexibility, and liability.• Aggressively pursued cost reductions during product development cycle resulting in new products that are 5-10% lower cost than existing products.• Led cross-functional competitive reviews identifying differences in specifications and cost vs. competitive products leading to development of new products to improve competitive position.• Changed PPV process from validation of goods receipt to invoice reducing PPV by 40%.• Authored 3G competitive analysis leading to revisions of product requirement to increase competitiveness.• Run sourcing board with engineering and operations to drive alignment on key technologies and supplier roadmap.

Managed a team responsible for annual budget planning, monthly/quarterly close in compliance with GAAP, monthly forecasting, and ad hoc FP&A analysis for R&D and operations executives. Oversaw $350M OPEX budget while doubling savings target and changing $30M CAPEX to zero-based resulting in 30% reduction. Developed KPI metrics for engineering to improve span of control, developer to QA ratio, cost per headcount, and spend per level.KEY ACCOMPLISHMENTS:• Partnered with engineering to double 5% OPEX savings target and changed CAPEX to zero-based budget resulting in 30% reduction.• Performed full P&L analysis of seven products vs. expected market CAGR and identified which products would be the best use R&D resources leading to significant reprioritization of resources to improve future revenue growth.• Reduced close and forecast processes by five days by overseeing the integration of close and forecast processes.• Developed engineering headcount metrics for span of control, headcount/spend by job level, and developer to QA ratio then helped use attrition to rebalance organization for higher performance and grow headcount within increasing budget.• Identified the biggest risk to backup software was not backup to the cloud but cloud SaaS applications where customers do not have onsite servers to backup. Recommendation led to a change in product road map.• Created forecast accuracy trophy to reward team and improved forecast accuracy to 1.5% vs. 3.0% target.

Implemented solutions as a leading business technology expert for a staff of 13 analysts calculating monthly OEM PO and quarterly standards costs across 49 product and site combinations for $56B per year in spend. Provided support on the development of product features and capabilities while ensuring system readiness for WW hardware product launches by systems analysis and monitoring. Executed proactive processes for scalability while revenue grew 4x. KEY ACCOMPLISHMENTS:• Designed product cost process for scalability as revenue grew 4x and product cost team grew 50%.• Designed and developed a database to compare component costs across products at a common site to ensure all products received the lowest cost.• Successfully performed two roles for three months during transition.• Developed database to analyze millions of SAP transactions and identified over 50% of company revenue was from a single CM site. Analysis led to adding more production sites for the top 2 products to significantly reduce risk of supply disruption that could impact revenue.• Reduced SOX risk through improvement to OEM PO approval tracking and reconciliation process.

Executed finance and accounting activities while driving processes across six teams to accurately cost over 1,000 purchase parts per month for over $3B per year in spend on MacBook Pro and Display. Led partners in comprehending financial impacts of anticipated business decisions while focusing on cost reduction, revenue and profit growth opportunities. KEY ACCOMPLISHMENTS:• Reduced product launch costs by $4M through analysis of supply chain.• Successfully launched seven products as financial analyst.• Validated and proved multi-million dollar PPV claim due to incorrect charging of import duties

eCost SME supporting over 100 users in operations and finance. Drove monthly OEM PO process and quarterly standard cost processes for all hardware products in compliance with GAAP. Partnered with IS&T to define and conduct UAT on quarterly system enhancements. KEY ACCOMPLISHMENTS:• Grew responsibility to include product launch readiness• Designed and developed of FileMaker Pro database using: revenue units, MPS, CTO attach rate, and product hierarchy. Database forecasted quarterly usage of key commodities. Reduced process from 2 days to 30 minutes.• Created and managed standard and PO cost schedule and reconciliation process for 14 products and 10 costs analysts. • Coordinated cost analyst work to support OK-to-ship and product intro deadlines for WW and regional readiness.