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Microsoft Acquisition and Venture Success team executes M&A transactions from pre-close planning and due diligence to the integration. The Finance team in the practice focuses on financial deal preparations, finance and strategic due diligence, and finance integration working cross-organizationally with the deal team and broader finance community.Leading a team of eight to drive M&A finance for all Microsoft’s acquisitions and divestitures and finance partnering with Microsoft’s Business Development. CFO for M12, Microsoft’s VC fund. Business partnering with Business Development, Strategy and Ventures LT.

Corporate FP&A team leads all the financial planning and analysis on corporate level and ensures the leadership is provided with all the critical analysis, estimates and reporting to lead the business.At first I helped as interim team lead for Opex/Capex team that manages analysis, planning and reporting of Microsoft's spend of quarterly some $8b as previous manager had already left the team. Then continued to run corporate-wide Operating Income analyses and estimates for both long and short horizon.Today, I lead key corporate-wide and cross organizational FP&A initiatives. Topics vary from creating system capabilities for analyzing, forecasting and planning revenue (multi-tens BUSD scope) by customer purchase behavior, to driving process improvements through centralized planning and forecasting, and non-financial disclosures. Virtual project teams I lead consist of some 30 people.

Phone Marketing team was the ex-Nokia global marketing team that got transferred to Microsoft after the acquisition took place in the spring of 2014. The business scope covered 5 regions, a central team and initially an Opex spend of some $1b.I was CFO and senior business partner to the CMO of Phones, and a member of the Marketing leadership team. My team consisted of 7 people directly in the global end and a marketing finance community of 30 across the regions. The team ran planning and analysis of marketing finances, and optimized use of marketing spend. We were actively managing marketing spend across regions by re-allocating funds from less performing regions to more potential areas.Key achievements:- Increased finance value-add: Finance wasn't so closely part of the decision-making in Marketing when I joined. My business acumen and capability to step into a business leaders shoes was greatly appreciated and I implemented better bridging between marketing decisions with financial analysis and business performance estimates- Cost cutting and restructuring: We needed to manage the marketing spend down dramatically as part of the strategy reset. I drove that planning and execution of initial $1b to $0.3b across central marketing team and five regional marketing team that led to restructuring the marketing organization, including my team in Finland- Simplification: We simplified monthly finance work and reporting by better defining team roles and responsibilities, and by stopping some of the less used old standard reports and pushed focus more on team members to explain the business impacts- Integration: Post-merger integration with Microsoft was going on and I led our finance team integrating to Microsoft's One Marketing Finance including processes and tools

Smart Devices was a business unit in Nokia that owned the business for smartphone offering. The unit was a product unit of thousands of R&D engineers and was an externally reported fully accountable P&L unit for smartphone business. The annual business consisted of $7b revenue and $3b operating expense. I was heading FP&A and Business Management Finance. My team of 3 people managed business performance, financial planning, forecasting and modeling, business analysis, reporting, risk management, financial support to BU's strategy and business partnering with Business Management team. Key achievements: - Business focus to finance team: : I renewed FP&A with business focus by integrating directly with leadership team and sales - Improved forecast accuracy: We innovated a more insightful method for forecasting and financial planning using device activation, product portfolio modeling and order book attainment on given periods - Drove profitability project with $0.1b savings: I introduced and run Profitability Management project for the leadership team. Some $0.1b cost was saved and lots of attention and awareness in leadership team about unit's cost base and drivers.- Strategic and financial models: My team introduced a strategic trigger model that linked business results to strategic scenarios and laid out paths to strategic actions depending on business results. The trigger model, along with other long term financials and restructuring plans made by us, was regularly reviewed in the BU leadership that decided on actions.- M&A execution: We purchased one technology company and I led M&A business case review, validation and commentary, finance due diligence, purchase price accounting, and integrating purchased company financially- Integration: I set groundwork for Microsoft-Nokia post-merger integration in business finance by co-leading finance integration activities on Nokia side

Europe was the largest business area for Nokia with initial $9b annual revenue, 8 local sales units across Europe, some 600 S&M people and $0.5b annual S&M spend. The unit went through a major disruption in 2011 as part of the company strategy reset and lost half its' revenue. I was CFO and senior business partner to Europe leadership team with a finance team of 60 people. The team ran business partnering, managing business performance, financial analysis, planning and forecasting, business control, credit management, pricing, demand planning, and cost control. I was accountable for a finance people budget of $10m. Key achievements:- Leading finance in unstable business environment: I established rigor for managing financial performance during turbulent period during which, due to company’s strategic decisions, business for Europe reduced revenue by $4b - Team engagement and metrics improvement: I improved results for the F&C personnel in employee surveys by being approachable even in tough times, meeting and listening to all 60, providing coaching in work and career, and empowering them to achieve their targets and success- Co-lead the region during leadership void: For few months during a time when Europe leader left the company and successor was being searched, I and heads of Sales Operations and Marketing co-led the region and ensured operational continuity- Developed and executed pricing strategy: We developed pricing strategy and executed pricing process change to deliver faster decisions (in 48 hours) that finance made with business partner for multimillion-dollar customer cases on a regular basis- Co-designed business and organization restructuring: I was one of the key architects for the new business and organization plan for the region resulting a new sales structure, reduction of personnel, customer categories and focus on most profitable or meaningful customers

Solutions Portfolio Management in Corporate Development Office was tasked to develop a new strategic guidance called Solutions Agenda and Solutions Portfolio to ensure that there was synchronized development between products, consumer experience planning, services and software. It was steered by a separate Solutions Board led by Nokia CEO. I ran Strategic Alignment team of two people. The work was to develop Solutions Agenda that was a combination of strategic planning, collecting both quantitative and qualitative data on consumer behavior, service usage analysis and patterns, trends in the mobile industry, and market development. Key achievements:- Creating new strategy: With my team we delivered to company leadership first ever solutions agenda (strategy) modeled and synthetized into a three-phase solutions agenda that explained expectations to Nokia's offering from a solutions perspective.- Project leadership: I led a cross-functional project team to develop portfolio strategy for 2012. The outcome of the work set out future targets to which consumer experiences company wanted to focus in the offering.

Corporate Planning at Nokia was focusing on working directly for Nokia CEO and CFO, and other key executives in various projects. The breadth and depth of the projects varied a lot. I was in three main assignments: developing consumer-centric corporate organization for large customers across company business groups, led integration management office for Nokia-Siemens Networks joint venture ($20b revenue, 58k people) post-merger integration, and change management for Nokia's 2008 organization change. Key achievements:- Organization and operational model development: I developed global Nokia-wide account management practices for multibillion-dollar customer accounts with new organization set-up, sales plan cadence, customer strategy, KPIs and financial reporting and got the proposal approved in the group executive board- Post-merger integration management: I led a team of 20 people to manage project and overall progress of the integration. We ensured 20 major NSN integration projects finished Day 1 deliverables on time for the JV to go live as per target date. These projects consisted of integration communications, legal, transition, synergy, process readiness, country readiness, China readiness and COO, CMO and corporate function teams.

Nokia Mobile Phones was the largest Nokia unit with $25b annual revenue. The Strategy team was accountable for unit's strategic planning, projects and business development.My task was to develop strategic modeling in operator channel. The operator channel was one of the biggest channels in the phone business and at that time required more focus as demands from customers were increasing. My work included bringing customer account team ideas from Nokia network business into phone business and modeling how that could work.Key achievements:- Sales channel strategic development: I introduced and delivered adaption of customer account team set-up in phone business for leadership discussion- Customer performance reporting: I introduced and started producing customer specific performance monitoring for large customers

Nokia Networks was organized by large customer account teams in sales. Customer Business Team (CBT) serving AT&T Wireless was one of them with $2.5b business over four years. At the time, the deal was the biggest company had ever made. I was CFO and senior business partner to CBT leadership team with a finance team of 10 people. The team ran business partnering, managing business performance, financial analysis, planning and forecasting, business control, working capital control, demand planning, cost control, and contract management. I was accountable for a finance people budget of $2m. Key achievements:- Drove gross margin improvement with +0.2b outcome: The team delivered gross margin double initial plan with +$0.2b improvement. This was driven by bidding for new regions and businesses, cost control, and optimizing portfolio.- Established finance function: Pacific Northwest as a location and customer business were new. I established the finance function, set-up financial processes and hired 10 people. - Implemented accounting policy change: Successfully piloted percentage of completion revenue recognition methodology as the largest customer case when company was planning a change in the revenue recognition policies

In Nokia Networks Services organization took care of the installation, optimization and care for the network infrastructure equipment. South Europe was the largest Service Area in Europe with revenue on $0.5b. At the time Nokia Services probed also civil works and site construction as part of offering. This had huge pressure on inventory management and case profitability. I was CFO and business partner to Services leadership team with a finance team of 25 people. The team managed business partnering, business performance, financial analysis, planning and forecasting, business control, working capital control, and cost control and efficiency. I people budget was $5m.Key achievements:- Organization change: I planned and executed an organization change by consolidating all service finance people under service area finance team rather country organizations- Simplification: Simplified financial reporting and storytelling in the leadership team making performance reporting and target setting more synchronous and crisp for leaders to understand

Nokia Poland was one of the high growth subsidiaries where business grew during my time tenfold. I was in Networks that was managing two large customer relationships with network infrastructure equipment delivery. The subsidiary finance had ended up in a mess with lack of proper control and reporting.I was a finance manager working for the country finance director. Lots of work was done to establish and renew the financial processes, tools and systems to align with corporate. I got close to the business by being the financial expert in the customer account team. In that role I was responsible for customer team planning and analysis, performance management, business cases in bids, and opex control.Key achievements:- Re-established subsidiary reporting and financial planning: Together with the team we cleaned the old mess and re-established business controlling and corporate reporting

In Networks Europe was one of the largest areas. Europe finance organization was centrally thin and most of the people were in the countries.I was a finance manager working on running the monthly reporting, planning and analysis, developing tools and templates for sales budgeting and long range planning, and supporting countries in reporting and tools issues.Key achievements:- Simplification: Simplified reporting process in the area and provided improved support the country organizations- Financial planning tool development: Developed and executed sales budget rollout in Europe

I was junior member of auditing teams ranging from 1-person companies to large listed companies.