Run revenue operations for Brex, focused on both subscription-based business (expense and travel software) as well as consumption-based business (corporate card)Execute cross-functional initiatives focused on improving sales productivity across acquisition, customer, marketing and implementation. Built and operationalized strategic 2024 plan driving transformational shift to focus on building new subscription business, while continuing hyper growth of transactional business.• Developed and operationalized new operating cadence for revenue org, including forecasting, metric standardization, OKRs, QBRs, pipeline forums from CRO-level to front-line sales leaders• Digital transformation of sales system ecosystem to improve data integrity and optimize process flow improving both sales efficiency and Revenue Operations team efficiency.• Strategic shift of sales org (RMs/CSMs/AEs) to hybrid of subscription-based and consumption-based incentive structure• Restructuring customer success and customer sales orgs to drive improvement in customer revenue as well as much improved customer experience.

Scale: Scaled the internal operations and analytics at Go1 from an ~400 employee, $40M ARR business to a ~700 employee, $100M ARR business in 2 years across AMER, EMEA and APAC. Talent: Built the Revenue Operations function from the ground up. Hired and led a team of 20 employees across sales strategy, sales operations, marketing operations, customer operations, partner operations, sales systems, sales enablement, business intelligence and the bid function.Strategy: Designed and executed multiple key strategic initiatives including market sizing, sales segmentation, pricing & packaging revamp, international expansion, ideal customer profile development, SDR org scaling. Operations/Processes: Organized and led key forums including forecasting, pipeline reviews, QBRs and ran key operational processes including compensation, partner revenue alignment and revenue reconciliation with finance. Systems/Tools: Administered and optimized a robust GTM tech stack including: SFDC, NetSuite, Outreach, Gainsight, Pardot, PowerBI, Sales Navigator, ZoomInfo, Cognism, Gong, Docusign, SFDC Partner Portal and other tools.Analytics: Developed reporting and analytics function that provided insights for all departments, from the C-Suite to FP&A to all revenue teams. Provided robust ad hoc analytics and implemented structured reporting via highly utilized dashboards in PowerBI.M&A: Merged CoorpAcademy with Go1 in 2022. Led due diligence for GTM and sales tech pre-acquisition workstreams. Operationalized workflows to enable cross-team selling of products between the orgs. Planning/budgeting and board reporting: Partnered with finance and senior revenue leadership to biannually build, execute & track against strategic and operational plan.

Led team running strategy & operations for all sales pipeline generating functions globally· Partnered with CRO and CMO to manage multi-source pipeline generation and forecasting while also conceptualizing and realizing cross- functional strategies across sales ecosystem (sales, marketing, sales development, customer success)· Ran operations team for 700 rep inside sales org focused on scaling operations to achieve 2025 goal of $5B ARR

Led multiple teams advising on and operationalizing go-to-market strategy for $2B business across US, Canada & Israel disrupting commercial real estate industry· Built new real estate operations team to develop and operationalize metrics-driven processes and analyses that raised WeWork’s key ‘building occupancy’ metric in underperforming markets by 10% in 5 months· Drove new GTM segmentation and metrics-driven “marketing-sales-customer success” collaboration for 2020, aiming to enable 45% YoY revenue growth on $1.7B base

Led team running sales strategy & operations for 170+ rep NAMER and LATAM sales development teams driving $180+M revenue; advisory role for EMEA and APAC regions

SUMMARY: Management consultant supporting senior (including C-level) executives through high impact projects spanning multiple projects and multiple functionsStrategy:• Analyzed and structured improvements to go-to-market strategy for leading virtualization and cloud storage company, identifying ~$100M in upsell opportunities between two major business arms by capitalizing on operational synergies of account teams • Aligned and consolidated contractual selling terms and licensing structure of four main subsidiaries and global affiliates of leading virtualization and cloud storage company enabling optimizations in legal, pricing and deal desks with projected acceleration of deal closing and revenue recognition• Built business model, including financial and technical plan, for first-of-its-kind national-level consortium of community cancer clinics projecting increased clinical trial access to 10,000 low-medium income patients and projected revenue of $5M over 3 yearsM&A:• Performed due diligence, including operational, strategic and financial analysis, on $38B target for $50B global pharmaceutical company with plans to expand into pharmaceutical generics market targeting new customer segment• Planned and executed post-merger integration of technology platforms of country’s two largest pharmacy benefit providers which involved managing activities of 40-member team over 4 months Operations:• Re-engineered payment recovery strategy, managing day-to-day operations of 10-member team at country’s largest US payor organization to realize $2.1M in incremental quarterly revenue Organizational Structuring:• Developed proof-of-concept (currently being implemented) for global reorganization of large non-profit lending organization through focus on improved knowledge management

SUMMARY: Conceptualized, planned and executed global program focused on empowering youth in developing countries across Asia and Eastern Europe• Analyzed education systems in developing and developed countries, using findings to formulate experiential curriculum focused on teaching life skills and entrepreneurial concepts to youth in emerging economies• Established strategic partnerships with education organizations in India, Mongolia and Kosovo by analyzing national education policies and using research to prove curriculum’s added value and synergy with partners’ goals• Co-wrote proposals that won $45,000 in competitive grants from The World Bank and The Tokyo Foundation for global expansion, which led to press coverage in Mongolia Daily News and Times of India newspapers

SUMMARY: Designed and implemented cutting edge features and roadmap for enterprise network simulation software product• Developed network visualization product, NetMapper, which drove 4% of OPNET’s annual revenue; effort included customer surveying, competitor analysis and product design• Served as technical consultant to CEO and demonstrated proof-of-concept of OPNET’s network auditing product suite• Achieved significant efficiency improvement in new-vendor support by identifying bottlenecks in cross-team development processes

SUMMARY: Member of project team focused on improving reading skills in children in low income countries on the African continent.• Designed statistical tool to analyze teaching practices in West African schools based on research on the Stallings Observation System, which has been used to improve teaching practices in developed countries• Delivered presentation to senior NGO officials in preparation for use of in schools across Mali and Benin

SUMMARY: Led teams to design roadmap, support clients and develop advanced feature set for networking software used by leading service providers and enterprise customers• Led seven-member cross-border services team on development and early delivery of three networking product lines, with sales constituting 60% of LVL7’s annual revenue ($1.1M); included routing and switching protocols (including OSPF, RIP, BGP, 802.1x, 802.1s, 802.1p)• Designed and improved user friendly graphical web user interface for device configuration and management of multi-device routers and switches via the internet• Improved off-shore project implementation efficiency by 20% by analyzing inter-office knowledge sharing process and infrastructure and presenting optimization recommendations to C-suite executives