20+ Years of FP&A in Practice

The problems I've actually solved.

Not a list of titles or companies. A record of the specific finance challenges I've worked through — and what I did about them.

I bring 20+ years of hands-on FP&A leadership from companies like SAP, Business Objects, Adobe, and J&J — not as a generalist, but as someone who built the forecasts, ran the planning cycles, and presented to the CFO. I work with founders and product teams as an advisor and practitioner, helping you see around the corners that tripped up finance teams at scale.

Business Problems I've Solved

Fifteen recurring challenges — and how I addressed each one.

Revenue
Revenue visibility was weak or late
Built weekly, monthly, and quarterly outlooks; gave direct guidance to CFO and exec staff on forecast risk, shortfalls, and upside.
Planning
Budgets were manual and hard to trust
Ran annual plan and rolling forecast processes for revenue and opex; tightened timelines and improved submission quality across business teams.
Controls
Spending drifted without good controls
Set up recurring actuals-vs-budget reviews with senior leaders; surfaced corrective actions before overspend grew.
Headcount
Headcount planning lacked transparency
Built workforce, hiring, and headcount reporting with HR and ops; supported reorgs and management visibility at scale.
Reporting
KPIs existed, but leaders couldn't act on them
Created controller letters, weekly snapshots, scorecards, and financial packages tracking revenue, backlog, inventory, and opex.
Modeling
Complex revenue drivers were poorly modeled
Modeled returns, rebates, inventory, upgrades, and product life cycle effects to sharpen revenue forecasts for major software businesses.
Cash & Runway
Leadership didn't know how much runway they really had
Modeled cash flow, burn, working capital, and EBITDA under multiple timing scenarios; built liquidity views for exec and board audiences.
Unit Economics
Not all growth was good growth
Tracked ARR, churn, CAC, LTV, payback periods, and cohort behavior to distinguish healthy growth from growth that destroys margin.
Scenarios
No one knew what happened if assumptions changed
Stress-tested churn, pipeline, pricing, hiring pace, FX, and margin assumptions; built side-by-side scenario models with contingency options.
Prioritization
Competing investments had no clear framework
Compared uses of capital and opex with business cases, ROI views, approval workflows, and post-investment tracking.
Executive
Executives needed finance translated into decisions
Prepared board packages, earnings-release support, finance reviews, and presentations for CFO, CEO, COO, and line leaders.
M&A
M&A created reporting chaos
Built integration budgets, harmonized headcount reporting, and coordinated finance allocation workstreams during acquisitions and PMI.
Global
Global teams reported inconsistently
Standardized reporting frameworks and common financial packages across multiple finance groups and international teams.
Data Trust
Leadership couldn't trust the numbers
Standardized metric definitions, improved data quality, automated inputs, and built governed dashboards — one version of the truth for board and exec.
Product
Finance pain points weren't reaching product teams
Later product and analytics roles helped translate FP&A problems into workflows, data needs, and adoption-oriented software features.

What Good FP&A Eliminates

The failure modes I've seen — and fix.

The recurring problems I've seen across every organization: manual rekeying that introduces error, broken links between functions that create silent misalignment, version confusion when planning and actuals live in different places, late or inconsistent commentary that makes variance reviews theatrical rather than useful, KPI definitions that differ by audience, and slow refresh cycles that mean the board sees last quarter's st