Assisted in strategic activities including M&A deals, real estate leases, and entering new markets. Framed communications to the leadership team in a way that drives to a decision. Assisted in the integration of multiple acquisitions as well worked with the Corporate Development team to facilitate the hand off after close. Responsible for leading the FP&A team in assisting the executive leadership in facilitating the $4.5 billion acquisition of SolarWinds by Silverlake and Thoma Bravo. Provided resources to the executive leadership to re-define financial planning processes and strategy to deliver the same spotless profitability track record as a private company as SolarWinds did as a publicly traded company.

Directed and lead implementation of Global FP&A team from a decentralized budget and forecast model to a hybrid model. Built a FP&A team from a team of 1 to team of 5 by onboarding and developing strategic hires to functionally support across the company and business units. The team was aligned to help coordinate overall company strategy as well align corporate resources with the appropriate investment levels. Continued to build and foster business partner relationships within the company to drive cross functional alignment. Developed ongoing KPI reporting as well as ongoing ad-hoc analysis to executive management. Developed and owned Business Process Review Control with Internal Audit and worked directly with the CFO and CAO to create the control as well as ensure control compliance.

Led migration of financial planning tool from Adaptive Insights to AnaPlan. Implemented new forecasting cadence and naming conventions. Assessed current practices and directed the strategy behind delivering a more standardized budget and forecasting review processes and procedures. Which included proposing the changes and justification to the executive leadership, as well as rolling out the global processes to the executive team and Global Finance and Accounting teams. Served as primary FP&A stakeholder in the implementation of first corporate Purchase Order and Expense reporting system, Coupa. Assisted newly appointed CFO in preparation of budget targets and understanding the nuances of the financial structure.

Direct report to the VP of Finance, providing financial and variance analysis of the $6.6 billion corporate P&L. Prepare detailed product level revenue and gross margin analysis for both forecast and actuals. Oversee and manage the continued development of Budgeting, Monthly Financial Forecasting, and Annual Operating Plan in a cross functional capacity. Functional lead and contact point for 20 Financial Analysts during month and quarter end expense close conference call with the Corporate Controller on behalf of the Global Business Units and R&D Finance Team. Provide functional and quantitative analysis in the preparation of new management reporting and dashboard tools. Prepare and review Quarterly Executive Business Unit Review documentation with Investor Relations and External Financial Reporting teams in preparation for earnings release and 10Q/K. Key SOX control owner for Quarterly quality return reserve calculation affecting the P&L and balance sheet. Assist in the preparation of the CFO’s executive staff presentation as well as the Board of Directors Quarterly Financial presentation.

Lead journey level analysis to prepare and publish agency’s biennial operating budget for dissemination by the Legislative Budget Board and Governor’s Office for inclusion in the General Appropriations Act. Provided technical assistance in preparation and maintenance of budgets. Monitored programs, performance, and budgets to identify trends that affected expenditures through detailed analyses. Investigated discrepancies found in variance reports and prepared resolution reports. Managed and monitored a $150 million annual budget that increased on average of 5% each year.