From founding-team finance through a $300M exit to portfolio leadership inside a public company, the work is the same: get close to the business, clarify the economics, and build the cadence that connects strategy to execution.
I have spent eighteen years in the finance seat watching one gap open, then closing it: the point where a business gets more complex than the tools, people, and operating cadence built to run it. I treat the finance function as a decision system, not a reporting function, and I am most useful where complexity is rising: multiple acquisitions, hybrid SaaS and hardware models, margin pressure, or a business that needs to professionalize for scale.
I joined Openpath as employee #18, pre-revenue, and built finance, HR, legal, and operations from scratch. Backed by Emergence, Greycroft, and Sorenson, we raised a $36M Series C and grew from zero to a $300M strategic exit to Motorola Solutions. Inside Motorola I ran finance for Avigilon Alta as it scaled from $7M to $174M in revenue and $6M to $62M in ARR, then led finance across a $1.5B+ portfolio of twelve acquired video security companies. Today I govern recurring revenue strategy and economic standards across a $4.5B+ technology portfolio.
I am also the founder of PolarAIs, an AI-enabled operating system for M&A integration, built on the same thesis that runs through my work: organize the decision system first, then intelligence has something true to stand on.
I build through trust and context, not process dropped on top of people. After each acquisition at Motorola, I led with listening before changing anything, which is why integration timelines shortened and the teams stayed.
Earlier, at OpenX I supported IPO readiness and secured a $125M syndicated credit facility. I began my career at Deloitte in audit before owning SEC reporting and investor relations at Green Dot (NYSE: GDOT). B.A.Acc. from the University of San Diego, MBA from UCLA's Anderson School of Management.
Operating cadence, executive decision support, investor and board communication, and cross-functional accountability across finance, product, GTM, IT, and supply chain.
Independent director experience across audit, strategy, and enterprise risk, with board-ready reporting and the discipline that holds up under scrutiny.
Ten-plus closed acquisitions and portfolio integration across finance, systems, reporting, and operating cadence.
ARR and MRR discipline, retention, expansion, pricing, and renewals established as shared operating language.
Revenue, margin, cash, and investment tradeoffs turned into dashboards, decision rights, and an operating model that scales.
Building finance and operating teams that take ownership, from a one-person function to multi-regional organizations.
Employee #18 with no revenue and no infrastructure. I built finance, HR, legal, supply chain, and operations from zero, scaled the team from 20 to 84, and served as the primary finance and board interface through a $36M Series C. Sold to Motorola Solutions for $300M, with $14M in trailing revenue and 135% year-over-year growth at the time of sale.
Portfolio CFO for a newly acquired cloud security business combination of Openpath Security & Ava Security with no SaaS metrics framework and no capital allocation structure. I defined the recurring revenue economics as shared language across sales, product, and finance, owned capital allocation through 2 to 3x annual growth, and built the business case for what became the portfolio's largest commercial deal.
Motorola's video security and access control portfolio: twelve acquired companies spanning cloud, on-premise, hardware, SaaS, services, and channel routes to market, each arriving with its own systems, revenue definitions, and reporting cadence. I served as the embedded finance authority across product, GTM, IT, supply chain, and operations, and scaled an 18-person global finance team covering forecasting, margin analysis, pricing support, business cases, and executive reporting. I built a unified OpEx and cloud cost governance model spanning $200M+ of spend and 1,000+ employees, and led AI-enabled demand planning and SI&OP modernization that tightened planning discipline across $800M+ of annual inventory, while preserving the speed and customer focus of the acquired businesses. The portfolio grew 10% year over year.
M&A integration is where a company's decision systems come under the most acute stress: two organizations fused under a clock and against a valuation, with no tool that tells the CFO what the end-state entity structure should be or what it costs to get there. I founded PolarAIs to close that gap, an AI-enabled operating system that gives the CFO who owns an integration one live picture of every entity, decisions gated on resolved dependencies, and a target structure priced from Day 1. Six working prototypes are built, and I am validating the model directly with finance and integration leaders. polarais.com →
A lean, seasonal ski retail, rental, and private mountain club business running without professional financial infrastructure. As co-owner with full signing, hiring, and vendor authority, I built management reporting across revenue, margin, inventory, memberships, labor, and cash. Re-established controls and restored investor confidence, supporting a decision to expand the private club to a second resort and roughly double its scale.
In a global FP&A and strategic finance role reporting to the CFO, I built the business case and secured a $125M syndicated line of credit to support working capital and strategic flexibility during rapid scale, and owned the integrated forecast across P&L, balance sheet, cash flow, and valuation inputs.