San Francisco, California, United States
Finance Lead for Nova Agents, End to End - Engineering Business Partnership & Product Development -Launched Nova Act product pricing on AWS with an industry-first agent-hour pricing model that secured AWS CEO approval. -Served as head of finance for Amazon's SF AI Lab business supporting the Vice President and their direct senior leadership team. Managed $250MM annual spending budget consisting of 3P data licensing and Amazon Web Services (AWS) GPU infrastructure. -On-boarded specific finance management and planning processes (Operation Planning, Quarterly Guidance, Business Reviews) to a newly acquired start-up business unit, building trust across business and finance teams.
FP&A - Headcount (HC), Employee Expenses, SBC, Long-Range Planning -Served as FP&A lead for all of Amazon Leo's Headcount and Employee Expenses planning (actuals reporting, quarterly forecasting, 3 Yr + 10 Yr plan), managing headcount growth (+80% YoY, 3k heads) and over $1B+ in Employee Expenses. -Led modeling and forecasting of Leo's international HC and EE growth and FP&A liaison to the Long-Range Planning (10 Yr) finance team. -Propelled the launch, on-boarding and streamlining of a central HC tool for tracking across the organization, aligning leadership to a single source of truth for HC.
Satellite Finance - Engineering Business Partnership and FP&A -Responsible for 3-year budget planning of over $200MM budget for Antenna and Propulsion organizations. -Standardized financial modeling methodologies for Total Cost per Unit (TCPU) and Make/Buy Analyses. -Prepare and present monthly and quarterly business financial results to senior business partners, supporting key strategic initiatives and financial decisions.
-Manage Sunrun's Fixed Assets and CIP processes to account for over $6B total project costs and provide monthly reporting to internal stakeholders for financial reporting -Review quarterly roll-forward, flux analysis, and cash flow to auditors, ensuring all processes are within SOX compliance with no material weakness -Improved fixed asset subledger effectiveness by coordinating with ERP to create upload templates, saving over 50 hours of manual work quarterly -Manage the integration and execution of new Oracle CIP Subledger systems -Improved payment and clawback process of cash with Channel Partner team by establishing formal procedure and coordinating with managers -Evaluate data maps and process inefficiencies of Salesforce data provided by all internal finance teams in order to maintain accurate reporting figures in Oracle financial database -Worked with internal auditors to create documentation for all fixed assets and CIP processes after Sunrun IPO to ensure everything meets SOX control language for quarterly external audits -Coordinating the implementation of Salesforce systems transition in Vivint Solar acquisition