A track record built on being asked, and a habit of automating the machinery around the work.
Every role came from a
tap on the shoulder.
I started at Cox in 2009. A staffing agency called the night before and asked me to report at 8 a.m.; I came in as an AP/AR accounting assistant, right as the company was consolidating from independent regional teams into one centralized operation. When that transition outsourced my role, I moved onto an accounting and compliance team and stayed with it until the permanent offer came in 2012. Nearly every role since has started with someone tapping me on the shoulder: pulled into enterprise FP&A, promoted to lead the team I'd been the senior analyst on, then into corporate strategy, running contribution-margin planning before moving into commercial contract economics on a $2B+ portfolio.
Most of my work came down to one question: where should the next dollar go? I pressure-tested the models (NPV, MIRR, scenario and sensitivity) and tailored them to the decision on the table, then turned them into a recommendation someone could act on. In practice that meant advising VPs and Directors on deal quality and financial stewardship, and asking the questions that made sure the numbers supported what the contract promised.
Lately I've been automating the machinery around the work: Python and n8n pipelines that turn variance data into executive-ready commentary and live dashboards. Less manual effort, faster insight, and the analysts get their evenings back.
The record
Since 2009 · four titles · many lenses · one company2025–2026Manager, FP&A · Corporate StrategyCox CommunicationsThe initial mandate was to analyze and monitor enterprise-wide customer contribution margin, protecting the ratios that held up EBITDA across the organization. When the Charter merger was announced, that work’s priorities shifted from “optimize” to “monitor and preserve.” I didn't wait for the next assignment. I worked my contacts and secured a stretch assignment in Commercial Contract Economics for the Communities segment, reviewing B2B deal economics and making sure capital was allocated profitably and rate terms stayed favorable.
- Led contribution-margin planning across the Residential segment at an enterprise level, nationwide.
- Modeled revenue, cost structure, and capital requirements to assess lifecycle profitability and return thresholds.
- Held primary responsibility for portfolio-level investment evaluation, pricing, and contract structuring across a $2B+ portfolio of long-term commercial agreements spanning the West Region (CA, NV, AZ).
- Tailored scenario models (NPV, MIRR, ROI, cash flow) to each investment decision, pressure-testing assumptions and trade-offs to land on a recommendation.
- Advised B2B sales leadership (VPs and Directors) on deal quality and financial stewardship: asking the questions that sharpened the story and made sure the numbers supported what the contract promised.
- Flagged roughly 8% of contracts for rework before advancing; nearly all were reworked and approved rather than lost, protecting deal quality without stalling the pipeline.
- Set deal-level pricing across the portfolio: best-rate analysis that held profitability, normalized pricing across multi-site customers, and post-mortems on how bulk pricing performed against market.
2022–2025Manager, FP&A · Client SupportCox Communications · Sales & MarketingA promotion from within the team. The core mandate was to be the primary business partner to the Sales organization, forecasting, monitoring, and reporting the full sales P&L across every channel: Retail, Direct, Online, Inbound, Third-Party, Retention, and Customer Care. I worked in close partnership with senior sales leadership to ensure proper governance, advise on risks and opportunities, and recommend courses of action for budget adjustments. I also worked to balance Sales budget surpluses and shortfalls to make sure no resources were left idle.
- Led Sales & Marketing FP&A for a $326M operating budget across every customer-facing channel, from enterprise plan down to frontline commissions and incentives.
- Operationalized commission targets for 2,821 employees across Field Sales and Communities, in lock-step with a parallel Finance Sales Ops team.
- Held a full sales P&L advisory role, with readouts and recommendations direct to sales leadership.
- Restructured the in-house/outsourced service-channel mix with Sales and Operations: +3% channel revenue, −5% customer abandon rate.
- Led in-year savings exercises, pinpointing where to pull back (planned hiring, non-critical capital, T&E) to hit cost targets without stalling execution.
- Closed 2024 3% under budget by actively managing variance across the year, offsetting an over-budget line with savings found elsewhere.
2019–2022Senior Financial Analyst · Enterprise FP&ACox CommunicationsI was recruited from Revenue Assurance to join the enterprise team supporting Sales. The work was to model, forecast, and operationalize channel-wide targets: commissions, transaction volume, revenue, and average revenue per customer (ARPC). I was brought on for the technical side, building the multivariate regression models that sharpened our monthly, quarterly, and annual forecasts.
- Senior analyst on the sales FP&A team: budgeting, forecasting, and long-range planning across all consumer business units.
- Built the regression-based forecasting model (6M+ annual transactions, $346M in gross recurring-revenue movement) that replaced the legacy approach and became the enterprise standard for target-setting.
- Migrated channel target-drafting from Excel into Tableau and Python, the automation pattern used in every role since.
- Negotiated top-down targets across 7 sales channels, balancing corporate growth plans against field-level attainability.
2012–2019Senior Margin Analyst · Revenue AssuranceCox CommunicationsOur Regional VP of Business Operations encouraged me to apply to this team and championed me over from an accounting and compliance role. The team was an internal “consultancy” tasked with finding and resolving revenue leakage anywhere in the organization. We ran projects with Customer Service, IT, Field Service, Supply Chain, and Marketing, each with its own goals and deliverables, and the team carried an annual quota of revenue identified and preserved.
- Enterprise sub-team within a 15+ person Revenue Assurance department, consolidating and reporting performance to the Director and SVP, and fielding the group's highest-visibility ad-hoc requests.
- Identified revenue leakage and margin erosion across products; contributed to a team that met or exceeded its $20–25M annual margin-recovery quota for seven consecutive years, 2013–2019.
- Trained the team on Tableau, SQL, Power BI, and Alteryx: analytical capability the team relied on.
- Led finance-side coordination of an email-platform migration across Legal, IT, and Customer Service; built an in-house PII-matching tool for orphaned accounts.
2009–2012How it started: the side doorCox Communications · ContractThe fourteen years of employment began in 2012. The story started three years earlier, through the side door.
In 2009, a staffing agency called me in to replace an associate who had suddenly vacated an accounting role. It was abrupt: asked one evening to report the next morning with almost no information. The job was an Accounts Payable / Accounts Receivable Accounting Assistant supporting the local regional accounting office. I processed invoices, audited expense reports, ran payment batches, reconciled accounts, and made sure checks reached the right staff and contractors across the building.
When those accounting functions were centralized and outsourced, I moved over to support the Compliance team as a 1099 contractor. My value there was technical: SQL queries and data retrieval that made me the go-to source for the group’s ad-hoc data requests. The groundwork we laid in the California organization became the operational model the company adopted when it stood up its centralized corporate Internal Controls Governance (ICG) team, part of a larger shift from a regionalized structure to a center-led one.
As that role wound down, a spot opened on Revenue Assurance. I applied, and our Regional VP of Business Operations championed me onto the team in 2012. She thought highly enough of what I could do to nickname me her “Hacker,” a name that stuck until the last time I saw her, right before her retirement at the merger.
Selected outcomes
MBA in Strategic Finance, completed June 2026. Open to Senior Manager & Director roles in FP&A, Strategic Finance, and Corporate Finance. Also open to interim, contract, and select fractional or firm engagements. Local to Orange County, CA, or fully remote.