Natasha Alexander Email and Phone Number

Led strategic capital initiatives for factory roadmap investments in different capacities as the finance affordability, portfolio and strategy owner. Influenced long range capital forecast target reduction through competitive affordability metrics, secured CEO/CFO approval for capacity investments and high-value tool sales, and established negotiation parameters for 3rd-party deals to save future COS. Also worked to develop frameworks and streamline procedures for capital portfolio management and confidential projects, delivering measurable financial and operational improvements.

Finance strategic owner, directly partnering with the business unit GM to support medium- and long-term business strategy. Key projects included leading a gross margin task force to evaluate product competitiveness and implement pricing discipline, and partnering with Operations, R&D, and finance teams to manage financial deliverables, develop range-based financial models, and drive value-based pricing strategies. Supervised the creation of a PowerBI market model dashboard, delivering actionable insights for market assessments.

Finance P&L and strategy owner, directly partnering with multiple business unit GMs to support business strategy and day-to-day business operations for ~$280M in annual revenue. Managed P&L operations, assessed business cases, and implemented operational frameworks and targets to align with strategic goals. Influenced GM decisions to reallocate R&D through scenario and market analysis, and drove cost savings by highlighting product cost impacts. Developed a consolidated market model database to support long-range planning and conducted financial modeling of market swim lanes to inform business direction and strategy.

Owned forecasting and reporting for $500M+ in annual revenue. Influenced cross-group GMs to execute a business transition that preserved long-term revenue and earned an internal Finance Achievement Award. Served as Finance Project Manager during the product planning phases of a future SoC product. Developed and implemented a methodology to allocate shared revenue between business segments, providing GMs with holistic market visibility to drive investment priority decisions.

Owned financial close reporting and forecasting processes for $200M in raw material inventory, ensuring GAAP and SOX compliance. Maintained global partnerships across factory and supplier operations in 8 countries and legal entities. Created solver inclusive of net working capital costs to influence changes in the inventory pipeline. Implemented LEAN programs, delivering continuous improvements with over 200 hours in annual time savings.

Close consolidator and capital lead for global FP&A processes, supporting ~$530M in annual spending. Managed capital planning cycles, prioritizing supply chain investments, and designed a streamlined capital website to improve CapEx funding request submissions and approvals. Enhanced payroll forecasting models for annual budget calculations, developing trend indicators to identify inconsistencies and improve accuracy. Partnered with the strategy team to deliver a cost metric framework used to achieve spending reduction goals