Walter Allen Email and Phone Number

I develop and manage Tableau dashboards for all 10000+ Starbucks company-owned stores in the United States and also support Canada and our Product team. My primary customers are within the Americas Finance and Operations groups at Starbucks HQ and Starbucks' regional management organization, including Regional Vice-Presidents and Directors, across 14 operating regions. Currently I have almost 1,000 active users.The size of the company dataset requires a tactical approach balancing the need for dashboard performance and data visibility, using SQL queries and complex alteryx workflows and requiring a deep understanding of customer needs, dashboard visualization techniques and enterprise data warehouse table architecture. All builds start with assessing the business purpose, finding the best information resources, and building data sources from the ground up. These data sources need to be elegant yet comprehensive to ensure they can be refreshed in a timely manner for my customers yet provide them with comprehensive overviews from top-down and bottom-up.Tableau experience: 10+ yearsSQL experience: 8+ yearsalteryx experience: 5+ yearsDatabricks experience: 3+ yearsExamples of dashboards built to date include:- Weekly category results vs forecast and prior year- Out the Window analysis including order time and transactions- Labor Productivity - US & Canada- Waste performance by product category- Starbucks Rewards Spend analysis

Budget ownership of fast growing Starbucks Card and Digital Ventures businesses, including all aspects of the forecast cycle - Revenue planning and analysis, Headcount management, and Capital and Expense analysis.

Key liaison between Category Business Management (CBM) and Americas Finance teams for the US Retail Lobby business, which includes Merchandise, Packaged Coffee, and the Verismo, VIA, and K-Cup Single Serve platforms. Thrived in a fast-paced, quick turnaround retail-focused environment.* Coordination, analysis, and presentation of the weekly, monthly, quarterly, and annual forecasts of US Retail Lobby categories for over 7,000 US Company-Owned stores. * Developed a consistent methodology for potential contingency offers to forecast, measure, and explain incremental revenues, discounts and margin. * Took several notable steps to increase CBM visibility to relevant financials, including but not limited to: Development of a US Retail Lobby weekly summary, creation of an automated daily dashboard which tracks total US Retail Lobby and promo-specific actuals vs goals, and dissemination of a monthly category P&L to highlight cost and profitability trends on an intra-quarter basis.* Led finance support to CBM team for FY13 and FY14 Holiday seasons. Key responsibilities included daily reporting and analyses, modeling offers and contingency scenarios, prior year Holiday trending analyses, and drilldowns and analysis as needed by region, store type and product format.* Played crucial role during launch of Verismo platform: Developed daily sales tracking scorecard and ad hoc analyses, highlighting top and bottom performing regions, areas, and districts for dissemination to Field Ops.

Took on a pivotal role in assessing product margin drivers company-wide and what needed to be done to make margin more transparent and actionable. Worked with the IT, Product, and Sourcing teams to validate processes and data and develop a system-based margin report using currently available systems and processes.* Developed financial models and analysis templates necessary to roll up large data sets and analyze at monthly executive review vs prior months and seasons.* Created a margin analysis template which gave Product Line Managers and GMMs visibility to revenue and margin drivers, both by product line and style.* Initiated a Margin Walk template which allowed visibility to causality of monthly margin bps changes.

Ownership of monthly in-depth financial, variance, and trending analysis for key profitability drivers and metrics for Under Armour’s largest division. Interpretation and analysis of results, and articulation of actionable recommendations to maximize profitability. * Management of the monthly, quarterly, and annual forecasts and analysis of Under Armour’s Apparel division.* Established financial linkage between raw commodity prices of oil and cotton, fabric prices, and gross margin.* Demonstrated the material bottom line impact of changes in the wholesale purchase price discount provided to largest customers, resulting in a 150 bps reduction in discretionary sales discounts in less than six months.

In addition to continuing to manage all prior responsibilities, assumed role reporting to CFO to develop a comprehensive strategic planning process. Primary goal was to resolve and ultimately minimize the variances that occur between when a season is forecasted at list price and its realized actual net sales and margins.* Developed a comprehensive matrix model to forecast the full income statement by season, region, channel, and product team. This model allowed the company to determine challenges that exist within the current fiscal year P&L statement and how they could be resolved so that fiscal year net sales goals could be met.* Ongoing project with Demand Planning team to develop process to forecast sales by order type.* Worked closely with ERP development team during Microsoft AX implementation to ensure visibility to all cost actuals within AX and to ensure its integration with the current planning process going forward.

Overhauled and revolutionized the product costing and margin analysis process. Developed company-wide processes and tools, both on and offline, which made business metrics transparent and actionable to all relevant stakeholders, including Product Development & Line Management, Sourcing, and Finance. Partnered with the Product Line Directors to inculcate business analysis and profit-centric methods into all product line reviews. * Designed and rolled out a new product cost and margin management and analysis system. Integrated new costing process with the development database, increased data transparency/integrity and business knowledge, brought business decisions forward in the line planning process, contributing to a 600 bps improvement in product margins over 2 years. * Developed margin tools for the Product Line Directors that assisted in analyzing product margins, product sourcing, duty analysis, freight costs, cost negotiations, and resultant style prioritization.* Built an interactive database of Harmonized ID (duty) codes, which allowed Product Development to ascertain duty rates per style and resulting effect on product gross margin.* Directed a wide-ranging analysis of company orders and deliveries by dealer, which was instrumental in demonstrating the need to bring company delivery terms in line with industry norms.* Management, review and analysis of all relevant business metrics and current season sell-through data at seasonal line review (adopt-or-drop) meetings. Continuous and ad hoc support of Product Line Directors in product planning process.

Prepared and analyzed all aspects of complete Burton Snowboards worldwide financial statements and coordinated all financial data with affiliates in Austria and Japan. Liberated style and SKU-level product cost data from SAP and established its use in forecasting by both Product and Finance. * Developed comprehensive interactive pricing tool programs for category product managers and sales managers where none had previously existed. This implementation noticeably increased unit margins across all categories.* Created a complete inventory transfer analysis program to shift inventory to those regions where justified by demand for logistics analysts where none had previously existed. Program became a standard and resulted in material amounts of additional net income annually.* Served as lead planning analyst in installation of Hyperion financial planning software and its integration with prior financials.* Facilitated due diligence of Four Star Distribution acquisition with rapid data assimilation and analysis in short timeframe to allow scrutiny and investment decision prior to purchase close date.* Designed analytical methodology that reduced turnaround time for analysis of company-wide sales data from days to minutes. Designed Microsoft Excel verification tool that allowed immediate data integrity review of SAP report output.* Wrote training manuals and led budgeting and forecasting education sessions for Budget and Product Managers as part of ongoing mission to increase data visibility company-wide.* Coordinated consolidation and concurrent analysis of General and Administrative expenses from more than 150 cost centers worldwide. Responsibilities included ongoing tracking, analysis, and communication with several dozen budget managers in order to ascertain real variances, and address real variances prior to high-level budget rollup.

* Designed, in joint effort with Semiconductor Manufacturing team, depreciation algorithms and an Activity-Based Costing (ABC) methodology in order to ensure competitive costs existed across all technologies and applications. Benchmarked standards against industry competitors to evaluate IBM Microelectronics' cost competitiveness.* Generated cost standards for the 100 largest semiconductor programs.* Developed costing methodology and unit costing tool for determining unit semiconductor cost in migration from 8" to 12" semiconductor wafers. Factors analyzed included yield effect, machine throughput, and chip package costs.

• Lead Financial Analyst to all Semiconductor Technology Product Development teams.• Prepared Profit & Loss, Net Present Value, and Cash Flow based analyses for all new and ongoing semiconductor technology programs. Responsibilities included aggregating disparate data, from marketing analyses to cost standards, and assimilating into multi-year business cases to be used for go/no-go review.• Delivered Finance presentations/explanation of resultant summary analysis to both team members and Microelectronics division and HQ executives. Challenges overcome included integration of semiconductor technology metrics into business analysis and explaining NPV and IRR financial measures to non-financial technical audience.• Managed strategic semiconductor pricing development for all ASIC chip prices, with concurrent continuous analysis and research of competitive products and current market conditions as a means of pricing validation.• Coordinated pricing analyses in multimillion dollar semiconductor priceline negotiations with significant OEM customers.• Led programming team to develop Lotus Notes, Microsoft Excel, and HTML-based pricing tools for OEM and Internal customers and integration of the Lotus Notes-based pricing tool with the Microelectronics Division quote process. Project also included successfully leading final project through IBM’s internal control process on first attempt.

* Responsible for competitive analysis, financial analysis and support/nonsupport review of new and ongoing programs.* Position encompassed primary support for product management teams regarding the use of financial analysis in product development, and costing and pricing of semiconductor products, specializing in the Digital Video Products and Analog & Mixed Signal areas.* Created standard Profit & Loss and IRR/Cash Flow spreadsheet format for use across the IBM Microelectronics Division and development of several new pricing algorithms for semiconductor products.