Breadth of Vision.
Depth of Experience.
My work lives at the intersection of technology, data, and process, where I focus on driving enterprise growth through go-to-market partnerships, operational excellence, and cross-functional leadership.
Anaplan is a cloud-based enterprise planning platform, offering planning tools and applications to over 2,400+ customers. Their mission is to help global organizations connect data, people, and plans across Finance, Supply Chain, Sales, and HR to make accelerate decision making and time to value.
Anaplan
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As the leader of Partner Success for North America, I led strategic initiatives to scale and optimize a network of 300+ partners. Highlights include:
Designed and implemented a data-driven framework to manage 50+ delivery partners, aligning capabilities with strategic goals.
Improved delivery quality across hundreds of B2B implementations by partnering cross-functionally with Sales, Services, Product, and Customer Success.
Built analytics tools using Python and SQL to integrate data from Salesforce and other systems, enabling insights into partner performance, delivery health, and segmentation.
Led go-to-market planning for new AI features—turning technical complexity into scalable adoption metrics and field-facing guidance.
Championed operational excellence by standardizing partner enablement, improving segmentation, and driving accountability through performance frameworks.
Modsy
Modsy was a Series C B2C e-commerce startup on a mission to revolutionize how people imagine, design, and shop for their homes. By combining brand partnerships, lifelike 3D renderings, and an integrated shopping platform, Modsy aimed to make interior design accessible, personal, and painless.
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As Business Operations Manager, I worked across teams to strengthen planning, streamline operations, and build scalable systems during a pivotal phase of growth.
Built and implemented S&OP processes and forecasting models to improve reporting accuracy and align five cross-functional business areas.
Led segmentation analysis for 600+ stylists to enhance demand forecasting and optimize workforce planning during seasonal peaks.
Replaced legacy tools with automated workflows—owning the full project lifecycle from RFP to implementation—while mentoring analysts in a high-growth, fast-paced environment.
Specialized Bicycles
Specialized Bicycles is a global performance cycling brand known for innovation in product design and rider experience. Over five years, I held multiple leadership roles in Finance and IT, spanning the Global HQ in California, Australia and New Zealand.
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Oversaw a $50M business across Australia and New Zealand with full P&L ownership and a team of seven direct reports.
Improved financial performance by reducing Aged AR by $5M and DSO from 180 to 120 days.
Led debt restructuring with key retailers and implemented an S&OP process to stabilize inventory swings.
Acted as a strategic advisor to the Market Leader, driving cross-functional alignment and regional planning.
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Pioneered a holistic data strategy, standardizing data systems to support a modernized warehouse and analytics stack.
Led the implementation of Host Analytics to redesign FP&A, consolidation, and reporting workflows.
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Managed strategic system upgrades, including the successful replacement of Hyperion and implementation of Workday, Tableau, and Payroll systems across the US and LATAM.
Led MDM and hierarchy standardization to improve Oracle reporting and product analytics.
Delivered strategic insights on product margins, outsourcing, and the early business case for e-bike investments.
Deloitte
Deloitte is a global leader in management consulting and a premier provider of professional services to many of the world’s leading organizations. As part of the Strategy & Operations practice, I worked on large scale system implementations (Hyperion, Oracle, and SAP) and the supporting business process transformation that went along with them.
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As a Consultant in Strategy & Operations, I focused on enterprise transformation, finance modernization, and operational scalability across industries including life sciences, telecommunications, as well as tech hardware and software.
Led global rollout of long-range financial planning for a multinational pharmaceutical company, standardizing workflows and automating reporting through Hyperion Planning to improve forecast accuracy and reduce cycle time.
Streamlined financial consolidation post-M&A for a telecom firm by leading U.S. SAP BPC integration, delivering GAAP/IFRS-compliant reporting and end-user training.
Managed Quote-to-Cash deployment across 98 global locations for a data center provider, standardizing Record-to-Report processes on Oracle R12.
Redesigned Q2C processes for a pre-IPO software company, delivering scalable deployment plans and internal controls to support rapid growth.
Developed a global R12 transformation roadmap for a $43B Fortune 100 finance organization, aligning 25 finance functions and resolving cross-functional dependencies.
General Electric
General Electric (GE) is a global industrial leader with a mission to build a world that works, by advancing the future of energy, healthcare, and transportation through innovation, engineering, and scale. I spent time in GE Capital as well as the parent company, GE Corporate, working across business lines to improve financial accuracy and improve operational performance.
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Corporate Audit Staff (CAS) is the company’s internal oversight function, focused on strengthening financial controls, ensuring policy compliance, and driving operational improvements across its portfolio of businesses. As as an Associate Auditor, I conducted global audits to identify risk, improve integration, and enhance cross-functional accountability.
Strengthened contract oversight in GE Transportation by uncovering accounting inconsistencies in Long-Term Service Agreements—contributing to a company-wide improvement initiative.
Recovered $2.6M in quarterly receivables by identifying $9.7M in suspended transactions and designing an exception process to address control breakdowns.
Reduced compliance risk and improved integration at GE Aviation Systems by auditing two manufacturing sites, conducting risk reviews, and harmonizing finance policies across teams.
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GE Capital was the financial services arm of General Electric, providing commercial lending and leasing solutions to businesses worldwide. As part of the Financial Management Program (FMP), a 2 year management training program, I rotated through multiple business lines managing large asset portfolios and supporting affiliate liquidity needs while driving process automation and reporting improvements.
Improved financial visibility by streamlining the segmentation of $12B in assets and managing $440M in deal volume and $20M SG&A.
Designed a bank pipeline process supporting $4B in liquidity needs across 10 affiliates, securing an FDIC Reg. W exemption and presenting to the Board.
Reduced balance sheet exposure by $40M through automation of loan trend analysis and improved reporting accuracy during corporate restructuring.
