Nigel Eason Email & Phone Number

Mountain View, Ca, Us

Recruited initially to build-out a subset of the Data Center Infrastructure finance team. Within 10-months, I was selected to lead all of the Data Center Infrastructure finance organization responsible for data center design – build planning – site selection including land acquisition and energy infrastructure – 3rd party capacity – Google owned construction – Power and Cooling Equipment Supply Chain – Operations – FP&A.Highlights:+ Leveraged deep understanding of data center infrastructure and financial acumen to drive design simplification changes delivering multi-billion dollars in savings.+ Challenged power planning assumptions leading to an increase in data center utilization which solved for a perceived capacity shortfall to artificial intelligence machine learning demand and drove multi-billion dollars in cost avoidance.+ Used data to influence an alternative data center development strategy which saves several hundreds of millions of dollars relative to preexisting leasing deal structures.+ Independently identified an opportunity in construction contracting strategy and led a cross-functional effort which has enabled a lead time reduction and multi-million dollars in cost savings per data center employed.

Seattle, Wa, Us

Recruited as Finance Manager responsible for standing up a Financial Planning & Analysis team, I advanced to Senior Finance Manager guiding Global Data Center Power & Cooling Supply Chain and Americas Construction projects. My overall accountability involved rationalizing multi-billion dollars in equipment purchases globally and construction spend throughout North and South America.I spearheaded over $120M in savings, established actionable KPIs, and installed a total cost of ownership based supplier selection process. Also, I directed the automation of long-lead equipment financial forecasting driving out over 1,300 work hours annually allowing the finance team to scale and increase focus on value-added business partnering activity.Highlights:+ Slashed tens of millions of dollars in costs through identification and optimization of underutilized assets in Americas data centers, and development of a cost of capital-driven construction timing process.+ Eliminated tens of millions of dollars in financial exposure from supply chain volume purchase agreements by initiating a 24-month forward-looking monitoring process.+ Saved tens of millions of dollars by driving direct sourcing of construction materials previously purchased by general contractors.+ Orchestrated shift from high-level cost per kilowatt to actionable equipment unit cost level planning for multibillion-dollar supply chain organization.+ Saved tens of millions of dollars via commercial and government cloud deployment strategy recommendation.+ Directed automation of supply chain forecast eliminating 1,300+ hours annually across data center finance.+ Led 86% YoY forecast accuracy improvement delivering results within 0.9% of construction budget in FY 2020.

Seattle, Wa, Us

A former boss at HPE recruited me to organize the newly formed Data Center Financial Planning & Analysis (FP&A) function.I overhauled the monthly business VP financial review process providing actionable, business category leader-level insight into performance versus budget. I created a forward-looking headcount scaling metric, enabling the business to hire and ramp staff ahead of customer demand.Highlights:+ Eliminated one day from the month-end close process for seven finance managers through centralization and automation of variance analyses.+ Implemented analytical mechanism to isolate year-over-year performance attributable to design enhancements, procurement negotiation, construction execution, and key initiatives.+ Elevated previously average-ranked employee to promotion within one year through rigorous talent review process.+ Installed FP&A first-pass commentary process for all deliverables enabling business finance teams to focus on business support.

Houston, Texas, Us

A former Dell executive recruited me as a Finance Consultant to duplicate the previous success I achieved in Dell’s Data Center Solutions business. Within 12-months, I advanced to Senior Finance Manager and played a critical role in building HPE’s Cloud Servers Segment with a $3B P&L. Also, I simultaneously led the success of HPE’s Joint Venture with Foxconn, managing a $1B P&L for the Joint Venture Product Group also as known as Cloudline®. I expanded my finance team by 3x over time, and coached and developed two employees who gained acceptance into HPE's high-performance employee program; both went on to be Finance Directors at HPE.I led the Joint Venture's long-term planning, including total addressable market definition, revenue targets, operating margin, and sales compensation. I directly negotiated the profit-sharing terms of the Joint Venture agreement with Foxconn, challenging overhead proposals limiting cost allocations to Cloudline® product-specific resources resulting in a 4% improvement in gross margins.In addition, I improved the accuracy and visibility into product margins after closing the gap in commodity costing with a process to validate and map vendor credits, previously booked at the HPE mothership level, to the new product group. By teaming with sales, marketing, and R&D, I enabled the successful launch of Cloudline® servers.Highlights:+ Figured prominently in propelling Cloud Server Segment revenue by $2B while outperforming gross margin targets; led change in financial architecture and processes to align with new business structure.+ Prompted $1B surge in Joint Venture Product Group revenue while increasing gross margin by 4% through savvy thought leadership.+ Freed up $60M via make vs buy recommendation used to invest in next-gen storage products enabling organization to meet corporate R&D goal.+ Delivered Q1 2016 and Q3 2016 revenue within 0.8% and 0.1% of forecast, respectfully, by driving cross-functional team accountability.

Round Rock, Texas, Us

Recruited by a former Freescale executive, I fast-tracked from Enterprise Server Operations (2012-2013) to Data Center Solutions (2013-2014). Enterprise Server Operations scope included $0.5B in R&D investments. In 1-year, I earned Dell’s highest performance rating and was reassigned to lead the full P&L carve-out of Dell's $1B strategic Data Center Solutions server business unit.I situated the Data Center Solutions business to contribute significantly to Dell’s profit and cash flow with processes to capture revenue, gross margin, and expenses of dedicated resources. I aligned the product roadmap with the annual top-down budget by introducing a return on investment (ROI) based process to prioritize the R&D portfolio.As a leader, I vaulted employee satisfaction and business partner engagement after reorganizing the offshore finance team to align with the operational leadership structure and provide more in-depth insight into the business.Highlights:+ Improved operational accountability, respectively delivering 1.5% and 0.4% budget variances for FY 2012 and Q1 2013, with cross-functional forecast setting process.+ Trimmed 42 days from cash conversion cycle by renegotiating data center vendor and customer payment terms.+ Cut $1M in data center property taxes by negotiating relocation of data center vendor integration warehouse.+ Nominated and selected for Dell’s high-potential employee program.

Austin, Texas, Us

Hired initially in 2005 as an Accountant, I earned a promotion in 2007 to Senior Accountant then another promotion in 2010 to Senior Financial Analyst. My final role at Freescale involved overseeing market segmentation, inventory valuation, investor relations messaging, and operating profit-forecasting for a $2B revenue-generating business unit.I held stewardship over each major balance sheet section reported externally during my tenure in Accounting. As a result, I developed a deep expertise in revenue recognition, inventory, fixed asset, treasury, and equity accounting.I played an instrumental role in one of the top 10 largest technology acquisitions of all time, Blackstone Group’s $18B leveraged buyout (LBO) of Freescale. It was the largest LBO of a technology company until the 2013 Dell buyout. I contributed to the due diligence process, led accounting for the new legal structure, including share purchases and merger severance plans, and oversaw preparation of the new company’s financial statements.Highlights:+ Removed $25M in obsolete inventory by driving business partners to discount and sell in the secondary market.+ Eliminated more than $400K in external storage costs.+ Identified and recouped $2M in royalty overpayments and established controls to eliminate the risk of future overpayments.+ Saved $25M annually in accounts receivable write-offs during 2008 economic downturn.+ Positioned business leaders to influence full year performance via new process to make post-close accounting adjustments visible in operational reporting tools. + Cut 100+ hours annually through automation of hedging, spot trade, and intercompany loan accounting.+ Nominated and selected for Freescale's high-potential employee program.+ Led global implementation of FAS 123R, which was a GAAP standard introduced by the Financial Accounting Standards Board requiring companies to report share-based payments granted to employees.

Austin, Texas, Us

Austin, Texas, Us

Master Of Business Administration (Mba), Finance

Bachelor Of Business Administration (Bba), Accounting

High School Diploma