Greater Seattle Area
GTM strategy & operations leader focused on impact via ops excellence, data-driven decisions, and cross-team synergy. Proven in optimizing processes, scaling programs, and enhancing strategy. Thrives in high-growth, efficiency-driven spaces. Where I Excel ✔ I love wearing multiple hats, as I get to see the big picture and help align priorities. I've supported product teams from rhythm of the business to budget planning to business reviews to roadmapping, and I enjoy learning something new every day. ✔ Budgeting in a company that generates $245B in revenue is a complicated process. I've defined and led a multi-year product roadmap for an internal budgeting tool, to help manage budgets that were greater than the GDP of several countries. ✔ With over 10+ years managing cross-functional or cross-team projects, I love driving improvements that can be felt company-wide. Whether I'm reducing recruiting/onboarding times from 45 days to 14 days or reducing budgeting error rates to below 1%, I'm passionate about reducing bureaucracy, excessive meetings, and inefficient operations. ✔ I joined and took over the Azure budget program right when the pandemic hit. In a time of unprecedented uncertainty while also navigating the learning curve of suddenly going full remote, I drove high velocity decision-making across teams through regular communication rhythms and clear data to ensure transparency and accountability, and guiding the teams through multiple pivots. ✔ I've been told that I'm a data hog, and I openly embrace this label. Whether it's establishing OKRs/KPIs or just connecting in 1:1 with stakeholders for feedback, I want to ensure efforts don't fall off the tracks just because we didn't have data. Let’s connect and discuss how we can shape the future of business operations together!
Lead cross-functional business operations initiatives spanning product, go-to-market, and finance teams, with a focus on operating cadence, execution rigor, and leadership decision support. Partner with senior Product, Sales, and Finance leaders to establish governance, strengthen forecasting and metrics, and drive alignment across complex, multi-stakeholder workstreams tied to new product launches, pricing transformation, and revenue recovery. • Establish and run executive operating forums across multiple product and go-to-market portfolios, improving structure, consistency, and follow-through in leadership decision-making. • Coordinate complex, multi-team initiatives across Product, Sales, Finance, and Marketing, defining clear ownership, milestones, and execution cadence for high-visibility programs. • Lead a cross-functional revenue recovery program focused on at-risk accounts, partnering with Finance and Customer Success to close data gaps and prioritize renewal interventions. • Support a company-wide pricing and packaging transformation, aligning stakeholders on policy, tooling, and go-to-market enablement across multiple product lines. • Drive improvements in forecasting, KPIs, and executive dashboards to increase signal quality and enable earlier risk identification across the portfolio. • Partner with Data Science and Renewals leaders to advance adoption and churn modeling efforts presented to executive staff. • Manage and mentor a small team of project managers and analysts, building continuity across resourcing transitions.
There was a Reduction in Workforce for the team I was on at Microsoft.
Developed and led executive-level product and business review processes, driving growth-focused operating cadences and reporting to prioritize critical product development issues, ensuring alignment with GTM division strategy on early private preview product releases. • Enhanced GTM effectiveness by driving participation in frequent product reviews, ensuring structured feedback loops between sales, marketing, and engineering to refine product-market fit. • Enabled data-driven product and GTM decisions by driving a regular weekly sync between engineering and sales teams to discuss customer issues, product adoption trends, and revenue impact, ensuring alignment on feature prioritization and sales enablement. • Reduced meeting frequency and increased strategy-focused discussions by 30% by improving communication efficiency with product/engineering and sales/marketing teams. Advocated for and facilitated the adoption of dashboard automation and reporting enhancements to improve visibility into go-to-market strategies, enabling product managers and marketing teams to make data-driven decisions.
Led product and service health reviews for the EVP and leadership team, supported division-wide operational excellence by enhancing horizontal fundamentals, and collaborated with the SMT Office of the CTO team to develop a CoPilot product for the executive office, focused on customer engagement. • Elevated product and service health review into a core ROB process. Recognized as a best-in-class model by EVP and senior leadership team. Incorporated tracking of performance metrics (OKRs, KPIs) that enable data-informed improvements. • Reduced resolution time for high-impact customer issues by establishing a structured issue-tracking framework enabling faster feedback from sales teams to engineering. • Designed and implemented operational frameworks for Privacy, Accessibility, Global Readiness, and Responsible AI initiatives.
Managed purchasing and hardware needs, created and established inventory tracking system and database, developed metrics to monitor the inventory lifecycle, ensured efficient asset management across the company and acquisitions. • Reduced onboarding/offboarding process time from 10 days to 1 day by helping build first provisioning application. • Increased vendor accountability and improved decision-making by creating KPI-driven supplier scorecards. • Established operational processes to meet fast-changing priorities in a rapidly-evolving environment, at a workplace that doubled in size from 800 to 1600 in first 7 months after hire • Developed metrics to track inventory life cycle, saving organization $200,000 within first month. • Oversaw establishment of first purchasing system • Managed two direct reports
Managed financial and human resource responsibilities for global non-profit. • Shortened total recruiting and onboarding life-cycle from 45 days to 14 days by designing application system to reduce recruiting life cycle, enable benchmarking capabilities, and increase automation. • Managed launch of new accounting information system and its full integration with CRM system (Salesforce). • Managed yearly fiscal audit, ending with the first clean audit results of organization. • Act as first point of contact for all HR matters (recruiting, payroll, personnel issues, severance). Update Employee Handbook as needed, and work with legal counsel and payroll vendor to ensure compliance • Assist in developing and implementing financial policies and procedures manual • Managed one direct report