Eighteen people to $1.5B in revenue, without changing the method.

Employee eighteen, pre-revenue, no infrastructure. I built finance, HR, legal, supply chain and operations from nothing, took the team from twenty to eighty-four, and was the primary finance and board interface through a $36M Series C backed by Greycroft, Emergence Capital and Sorenson Capital. We sold to Motorola Solutions for three hundred million, which is the part people remember. The part I am proud of is that the systems I put in are still running, five years and an acquisition later.

2018 – 2026

A cloud security business formed from Openpath Security and Ava Security. I had built the recurring revenue and capital allocation frameworks at Openpath before the acquisition, then merged the best parts of both companies into a single operating unit called Alta. I defined the recurring revenue economics as shared language across sales, product and finance, owned capital allocation through two to three times annual growth, and built the business case for what became the portfolio's largest commercial deal.

2021 – 2026

Twelve acquired companies, Alta among them, spanning cloud, on-premise, hardware, SaaS, services and channel routes to market, each arriving with its own systems, revenue definitions and reporting cadence. I was the embedded finance authority across product, GTM, IT, supply chain and operations. I built a unified OpEx and cloud cost governance model spanning $200M+ of spend and a thousand-plus employees, and led AI-enabled demand planning and SI&OP modernization across $800M+ of annual inventory, while preserving the speed of the acquired businesses. The portfolio grew ten percent year over year organically.

2024 – 2026

A lean seasonal business running without professional financial infrastructure. As co-owner I built management reporting across revenue, margin, inventory, memberships, labor and cash, re-established controls and restored investor confidence. I also designed and implemented a new go-to-market motion and the marketing plan behind it. That supported a decision to expand the private club to a second resort and roughly double its scale. I hold this as an owner. The reporting, the controls and the go-to-market motion run on the team in place, without me in a daily seat.

Current

OpenX Technologies

Senior Manager, Strategic Financial Projects

Reporting to the CFO through pre-IPO scale. I built the business case and secured a $125M syndicated line of credit, and owned the integrated forecast across P&L, balance sheet, cash flow and valuation inputs.

Green Dot Corporation

Manager, SEC Reporting, Technical Accounting & Investor Relations · NYSE: GDOT

Owned SEC reporting and investor relations for a public company, which is where the discipline behind everything above got set.

Deloitte & Touche

Assurance Senior Associate

Started in audit. Fifty-five-plus financial audits since, from both sides of the table. B.A. in Accounting, University of San Diego. MBA, UCLA Anderson.

CFO and COO leadership

Operating cadence, executive decision support, investor and board communication, and cross-functional accountability across finance, product, GTM, IT, supply chain, and customer experience and support.

M&A diligence and integration

Roughly four dozen transactions over ten years, and portfolio integration across finance, systems, reporting and operating cadence.

Recurring revenue economics

ARR and MRR discipline, retention, expansion, pricing and renewals established as shared operating language rather than a finance report.

Forecasting and operating systems

Revenue, margin, cash and investment tradeoffs turned into dashboards, decision rights and an operating model that scales.

Board and governance

Independent director experience across audit, strategy and enterprise risk, with board-ready reporting that holds up under scrutiny. See the board work →

Talent and team development

Building finance and operating teams that take ownership, from a one-person function to multi-regional organizations.

How I work

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. The systems are the craft. People are the point, and every operating system I build is in service of someone making a better decision.