Head of Finance and Operations Account management & business development which includes meeting with executive management & team members to understand, assess, & prioritize client needs across functions: sales, marketing, finance, HR, strategy, and operations. Support clients to assess & scale up or down capabilities including research, clinical (CRO), operations, manufacturing, sales, marketing, HR, and finance teams to support growth, assess business continuity gaps & drive efficiencies.  Create 1–5-year multi scenario global strategic plans/budgets $50M-$500M with & 20 – 1,000+ FTEs across all functions. Build and present reporting packages for use of proceeds, actuals vs. budget, KPI’s, resource planning and utilization. Packages include P&L, balance sheet, cash flow/burn, and headcount. Reports leverage various system platforms: NetSuite, QuickBooks, Intacct, Prendio, ADP and identify opportunities to slow cash burn and extend fume date. Proposed and successfully implemented new compensation plan in 2022 for North American sales organization with $40M in sales and 70 reps across 4 business units and 3 regions. Plan resulted in ~20% increase in year-over-year sales. Selected on multiple occasions to project manage cross functional initiatives including SaaS implementations: NetSuite, Procurement (Prendio), HCM (ADP), and T&E (Concur). Responsibilities included project manager to manage timelines, communications, meeting minutes, decision management, data migration and validation, go/no go decision. NetSuite client implementations included: (i) commercial company with 4 business units with sales, marketing, and administration functions. Implementation: 2 years of sales, COGS, and OpEx data migration with ~$40M in sales and ~$25M OpEx. (ii) Publicly traded biotech with ~$100M+ in costs across all research, clinical, manufacturing, and G&A. Successfully led initiative to implement fully burdened rate into program costs into SEC filings (10Q & 10K).

Oversight of operational, financial, and strategic deliverables within Clinical Operations. Responsibilities included resource planning & utilization, finances & accounting, communications, pricing/margin analysis, and operational initiatives. Implemented reporting package to facilitate client pricing analytics via sourcing data from multiple system platforms. Reporting package identified resource constraints, process inefficiencies, and resulted in improved operating margins. Implemented rolling forecast process to align revenues of ~$200M, ~200 FTEs, and costs of ~$50M. Identified gap in revenue recognition policy associated with ~$50M in contracts. Created and implemented revised policy resulting in recognition of ~$10M in revenues which aligned with services performed and accounting guidelines.

Served as strategic partner to Development Operations team consisting of ~$250M direct and $3B indirect budget accountability with ~1,000 resources deployed in ~50 countries. Managed global finance & accounting team of 10 associates. Team consisted of associates in US, Latin America, Europe, & Asia. Responsibilities included goals / objectives, performance reviews, recruiting new associates, & assigning peer coach for new talent.> Implemented monthly team meetings to facilitate best practice sharing, business updates, and associate development.> Established new process to create a sustainable monthly and quarterly rolling forecast process for ~$200M cost structure consisting of ~750 monitoring resources in ~50 countries. Process ensured local, regional, and global alignment.> Led finance support resource evaluation which included 5-year organizational review and creation of job profiles. Identified 50%+ increase in resources and costs. Implemented new support model via streamlining of processes.> Selected to create operational effectiveness / productivity infrastructure, including capturing $50M+ in savings via validation of initiatives and creating scorecards to calculate and report savings. Process involved creating scorecards to quantify initiatives for all line functions and program teams across the Global Oncology Development organization.> Selected as member of executive leadership team for Development Operations organization. > Participated in vendor due diligence for cross divisional resourcing model (FSP) for clinical trial monitoring resources. Initiative created transparency on ~500 resources in ~50 countries with $35M+ in costs. New model resulted in $20M in productivity savings.> Implemented new global process to align resources and funding. New process was instrumental in securing incremental resources and funding. > Recipient of multiple awards for leading cross functional initiatives on productivity /process optimization.

Financial oversight of global close activities. Other responsibilities included assessment, implementation & management of global accounting and business controls framework. Served as liaison for business, accounting, & finance service centers.> Selected as Oncology lead to implement new global control framework for organization. The new framework created transparency on local, regional, and global controls and enabled earlier identification of risks. > Identified and remediated process gap for discontinued clinical trial activities via creation of SOP. SOP governed end to end business processes to manage future financial obligations associated with impaired clinical trials.> Implemented monthly reviews with accounting and finance service centers to proactively identify issues, provide business updates, and facilitate discussions to identify process improvements. Recognized as divisional best practice.> Selected to cross functional steering committee to support new purchase order system implementation. Activities included aligning and managing timelines, facilitating communications, and data migration of $600M to new system. > Worked cross functionally and cross divisionally to implement new reporting tool for CRO and Lab contracts. Reports enabled retrospective and forward-looking P&L and Balance Sheet analytics and leading indicators for action.

Provided finance and operational support to Ph I, II, and III Oncology clinical trials. > Created scenario-based model to capture financial data for clinical trial costs. Model incorporated actuals, forecasts, and KPI’s that were utilized for rolling forecasting, management reporting, and budgeting.> Successfully incorporated contract terms and milestone payments associated with collaboration agreement into monthly financial model that enabled alignment with management to facilitate cost recognition and payments.> Created financial model to assess risks associated with ~$120M operating budget line for development capabilities. Model leveraged historical resources and costs to identify budget constraints and identify mitigation opportunities.