SELECTED WORK
Selected work. Decisions in context.
Resource allocation & organizational design
Planning & performance
Building better finance systems & teams
Engine / R&D organizational redesign
Making room for better choices in a $60M+ R&D redesign.
I partnered with the CTO and Finance and People teams on a major redesign of a $60M+ R&D organization, building dynamic scenarios across headcount, employee exits, severance, savings, runway, and onshore/offshore staffing. The work helped leadership make difficult resource-allocation decisions quickly and complete the reorganization under budget, while positioning the organization for the following year’s product launches and broader company transformation.
I also stayed close to the details throughout the process, flagging opportunities and costs that could easily be missed in a reorganization of this scale. That included identifying ACH savings on large invoices alongside the larger workforce and capital decisions. I believe good strategic finance requires both perspectives: understanding the big picture while being willing to dig into the details when they can change the outcome.
Engine — KPI pack and unit economics
Connecting performance to the levers people can act on.
I helped build Engine’s inaugural KPI pack, connecting unit economics and cost per reservation to the operating levers teams could actually influence. I partnered with stakeholders to identify opportunities to improve those drivers and build buy-in around an ambitious goal of reducing cost per reservation by approximately 25%. The goal was intentionally challenging: use a shared understanding of the economics to set aspirational but actionable targets with meaningful margin impact, rather than simply reporting performance after the fact.
Vox / PMX — Investment and resource allocation
Knowing where to hold the line—and where to invest.
I partner with executive and editorial leaders on headcount, freelance spend, shows, talent and grant-funded initiatives. I challenge spending without a clear connection to growth, margin or strategic priorities, while looking for investments that could create value—from show talent and audience growth to higher-margin grant-funded work. Clearer grant planning and pipeline visibility help make those choices more deliberate.
NBCUniversal — Operating finance and capital allocation
Following the operating reality behind the numbers.
Supporting $80M+ in capital planning meant understanding more than the business case. I learned how investment moved through requisitions, purchase orders and invoice approvals, alongside the tax and compliance considerations involved in vehicles and transportation. That operating context informed my work on ROI analysis, expansion and major capital and operating decisions.
Engine / Finance infrastructure
One workforce plan. A shared picture.
With the company growing 60% year over year, experiencing 65% attrition, and operating without an HRIS, workforce planning required bringing fragmented Finance and People data together. I built and reconciled a centralized, dynamic workforce plan covering roughly 1,000 employees, creating a single source of truth for hiring and headcount decisions and securing stakeholder buy-in across the organization.
Supporting examples / Process improvement
Less repetitive work. More room for judgment.
I aim to design “one-touch” systems where updating and maintaining the process is a light lift. Using AI-assisted workflows, VBA/macros, and redesigned templates, I reduced recurring reporting from roughly eight hours to two and cut forecast-update time by approximately 70%. The goal is not automation for its own sake. It’s to spend less time maintaining the process and more time on higher-impact work: understanding what the numbers mean, surfacing insights, and supporting better decisions.
Engine / Finance team leadership
Helping teams scale, not just processes.
I brought perspective from larger enterprise finance environments to help strengthen how the team operated as Engine scaled. I helped set clearer expectations for planning, reporting, decision and planning frameworks and business-partner deliverables, and improved how we used Workday Adaptive through models and processes designed to scale rather than one-off solutions.
Beyond my own work, I shared tools and approaches, demonstrated AI-assisted workflows, and encouraged teammates to use automation and bots to reduce low-value manual work. I also tried to create a culture of asking better questions: What are we doing well? Where are we spending too much time? What isn’t working? So what, and why does it matter?
The goal was to make the work more consistent, scalable and useful, while helping raise the standard for what strong finance work and business partnership could look like as the company grew.
I enjoy being part of a team that I'm challenged, and proud to be on.