Palo Alto, California, United States
Strategic and analytical finance executive focused on financial reporting, financial analysis, and project management for dynamic global enterprise environments. Intimate knowledge of financial processes, operating results, and profitability for multi-billion-dollar organizations. Accomplished and results-oriented professional consistently meeting deadlines and increasing company revenue. Highly skilled at increasing productivity through detailed cost analysis, and known for diligent financial reporting, budget forecasting, management, and teambuilding. Progressive leader with a track record of building cross-functional teams across multi-cultural sites, bringing together a wide array of perspective and data sources, considering critical elements for success, while implementing strategic plans from big picture design to drilled-down detailed actions. Core competencies include: Financial Operations | Data Analysis | Financial Metrics | Business Intelligence | Change (Integration) Management Business Reporting Requirements | Internal controls | SOX Compliance | Investment Analysis | Pricing Analysis G/L Accounting | Software Revenue Recognition | Process Improvement | Treasury Risk Management
• Led the modification and refinement of Integration Concept for J2 Innovations into Siemens Industry Inc., ensuring minimal disruption to business operations. • Managed budget and forecasting cycles, focusing on organizational and revenue growth with a 300% headcount increase from 2018 to 2020. • Collaborated extensively with J2 Management on financial planning, hiring, and cost-cutting initiatives, achieving EBIT targets for three consecutive years post-acquisition. • Assisted in evaluation of options for international expansion; new subsidiaries (legal entities) vs. SLA model facilitating expansion to Europe and Asia. • Established Internal control and governance system; Purchase to Pay (P2P), Revenue Recognition, Cash disbursement approval and signature authority levels for hiring, Expenses and Asset acquisition.
Zone Controller (~ $400M annual revenue) and led management of Booking/Billing, Collections and General Accounting (15 employees) focusing on process improvement and collaboration with field operations and sales • Implemented tool that measures Billing turn-around-time; measurement of reasons for delays and feedback to Billing Team and Product Management Organization resulted in a 50% improvement in meeting commitment of 2-day cycle time.
Led in planning, coordination and consolidation of annual operating budget cycle and financial forecasting exercises in support of $250M annual revenue. • Development of model that quantifies year over year impact on sales of volume, price and mix variances at the product level enabling transparency in revenue development. • Development and tracking of corporate Key Performance Indicators (KPI’s) and financial dashboard enabling repeatable and insightful financial monitoring. • Project lead in working with outside consultants in development and implementation of a consolidated profitability analysis tool which resulted in a positive impact to operating profit with the identification of underperforming products, customers and locations.
Responsibilities included G/L accounting, financial reporting, budgeting and forecasting, taxes, accounts payable, banking, insurance, fixed assets and inventory for this venture capital-backed technology start-up company. • Implemented various financial controls and operating policies to ensure cash burn and expenses did not exceed plan facilitating Series B capital raise of $20M. • Developed Revenue Recognition Policy in accordance with (SOP) 97-2 (Software Revenue Recognition). • Managed the first audit of the company including preparation of all audit work papers and drafting the initial complete set of financial statements and supporting footnotes; unqualified audit opinion issued Nov. 2008
Led numerous projects designed to address shortcomings in Cisco’s revenue control environment and remediate weaknesses identified by outside auditors. • Extensive knowledge of SOP 97-2, cross-functional collaboration, leadership and alignment required in the completion of projects. • As a result, Cisco successfully completed all FY’06 required SOX remediation activities in revenue recognition.