Minerva provides software platforms to power the delivery of video content to subscribers around the world. The company has a rapidly expanding SaaS offering of its solutions, delivered to customers in the US and overseas.As a member of the executive team, I lead the Finance, Accounting, HR, IT and Facilities functions globally, a team of ~12 people who work within the US-based parent company and multiple international subsidiaries.Some key efforts during my tenure have been as follows:- Selected and drove implementation of modern, cloud-based tools, including NetSuite, Bill.com, Expensify & ADP WorkForce Now to support rapid growth in SaaS business.- Complete overhaul of quote-to-collect process cycle, resulting in a reduction of the company’s DSO metric from more than 120 days to less than 50 days.- Developed processes to efficiently support 10x scaling of Minerva’s N. American SaaS business.- Developed teams and individual roles under my control, to build a stronger organization.- Drive optimal utilization of cash resources and cash flow across global entities.- Lead FP&A work and technical accounting. Manage company’s tax and audit efforts.

Kumu Networks was a VC backed start-up developing full duplex wireless solutions for telecom and military customers. I was responsible for all aspects of FP&A, financial reporting, accounting, tax, and audit.• Closed $8m equity round, $2m line of credit with Silicon Valley Bank and $1.25m in term loans through CARES act.• Performed clean-up of financials and financial processes, culminating in successful audits for Kumu.• Managed finance interface with company’s investors, including presentation of financial results, forecasts and AOP during board meetings.• Heavily involved with manufacturing processes, helping to select contract manufacturer and selecting vendors for Kumu’s products.• Helped structure $10m contract with US based Tier 1 operator, subsequently setting internal target for product margins. Tracked product costs, drove sourcing decisions and CM contracts to hit margin targets.

SSL is a global leader in integrated space technologies with 2,000 employees and is now part of Maxar Technologies• Senior Director of FP&A, Finance Operations managing a team of 8 people, including 3 finance managers and 5 analysts. Primary business partner to Engineering and Operations (E&O) groups, creating profitability estimates on satellite RFPs, then tracking and optimizing cost for delivery and launch.• Developing and modernizing processes in accounting and FP&A. Increasing focus on cost drivers, refining the forecasting process and strengthening accountability versus budgets. • Creating discipline regarding quarterly cadence and analysis of variances to budget/forecast, progressively increasing quarterly forecast accuracy. Developing key metrics to monitor performance.• Using experience with SAP implementations to guide company in choosing configurations for SAP & BPC adoptions.

Developed Finance function for well-funded wireless technology start up, introducing financial controls and processes to deliver timely GAAP based financials.• Selected audit firm and successfully completed company's first audit.• Selected new banking partner and negotiated term loan facility.• Created and executed Investment Policy to maximize yields on significant cash balance.• Developed FP&A function, including creation of long range financial model, used to support strategic decisions, create budgets and for cash flow modeling and investor engagement.• Introduced focus on product cost, creating plan to reduce product cost and grow product margins in line with strategic plan.

A primarily FP&A role and member of leadership team (LT) for new product area, which managed all mobile software products in support of Ericsson’s radio business• Created financial reporting and business analysis for new LT• Worked across all functions to develop 5-year Strategic Plan, with strong focus on market share development by product segment, ensuring ambitions were grounded based on available R&D spend & competitive environment• Performed complex analysis of Business Warehouse sales data, to extract actionable data on trends by product segment• Guided product heads on product decision materials, recommending changes to align them with long term targets, ensure ROI was at acceptable levels and to increase probability of final approval for these investments• Used statistical analysis of historical backlog and conversion rates to deliver highly accurate forecast of quarterly revenues

A primarily FP&A role and member of leadership team (LT) for PAIB, a group of 5 wireline businesses• Managed team of Finance and Business Control personnel, as head of finance for Ericsson’s Silicon Valley site. Consolidated financials and narrative from 5 product groups to create PAIB reporting packages, delivering insights and analysis to leadership team and groups throughout PAIB organization• Coordinated 5-Year Business Plans for PAIB. Coordinated efforts of supporting analysts and consolidated results from 5 product lines, including multiple scenarios and potential acquisition. Delivered detailed scenario analysis to Ericsson leadership in Sweden, including market share analysis. • Finance lead during complex M&A project. Led due diligence sessions with CFO and finance team from target company. Highlighted risks, financial and non-financial, to Ericsson senior management• Finance lead on successful project to create partnership with 3rd party company covering Optical, SDN & IPoWDM, including extensive business modelling.

Member of management team for the Optical and NMS product groups within Ericsson's Product Area IP & Broadband group• Freedom to evaluate and prioritize focus areas. Reputation for identifying issues, persistence in investigating these issues and ability to provide fresh insights and guidance to resolve or improve on them• Worked extensively on strategic options for Ericsson’s Optical business, including divestiture & partnership options• Member of core team and owner of business model in creation of a partnership with 3rd party company in China, to jointly develop a C-RAN FrontHaul solution. A global partnership agreement was signed in 2014

Member of management team for BBA group, including GPON, during global growth phase for the business.• Initiated and steered supply chain improvement efforts – relocation of manufacturing, development of China based distribution model for 3rd party products and reduction of overhead costs – which led to savings of $2M+ annually• Project owner for product cost reduction process (heavily cross-functional) delivering 20% savings across product line• Business owner for GPON ONT program, meeting with key 3rd party suppliers and personally negotiating prices• Finance lead for GPON M&A activities. Led due diligence of potential Ericsson acquisition and identified ‘show-stopper’ issue, $20m in hidden support costs, which ultimately led to termination of project

Entrisphere was acquired by Ericsson and subsequently delivered GPON solutions globally• Implemented all cost accounting processes. Worked closely with contract manufacturer and operations team• Managed financial audits with both PWC and Deloitte (the latter for Ericsson) in advance of acquisition• Led integration efforts over 2 years, including adoption of SAP plus Ericsson’s financial tools and processes• Sole responsibility for documenting business policies/procedures and subsequent SOX compliance work

Managed Finance, HR and IT functions, with a team of 7 direct reports, reporting directly to the CEO. • Overhauled financial processes/closing, to allow more time for business analysis and support• Delivered financials in monthly Board of Directors meetings; involved in strategy and M&A discussions• Extensively involved in day-to-day operation of business, using supply experience to optimize operations• Worked with existing & potential lenders, plus company suppliers, to optimize cash flow• Managed numerous company programs, including 401k, workers compensation, corporate insurances