Fix the P&L.
Raise the capital.
Buy the companies.
Scale the business.
Lead the exit or IPO.
Automate as you go.

Ch. 04  ·  2023 — Present

The owner's seat

East Bay Logistics → RPM Group · San Leandro, CA

Hired as VP Finance & Controller into an underperforming mid-market supply chain company; promoted to CFO within a year. What followed was the full private-equity arc, run from the inside: turn the P&L around, secure the capital, acquire three companies to build the platform, and lead the sale — at twice the going-in valuation.

The acquirer kept the architect. Now CFO and West Coast COO of the combined group — three companies, roughly a hundred people, four states — building new revenue verticals, migrating the ERP, and wiring AI automation through finance and operations.

Ch. 03  ·  2020 — 2022

The pre-IPO sprint

Motive · San Francisco, CA

FP&A for a technology company racing toward the public markets: the $300–500M revenue and demand forecasts, $200M in supply chain spend, and the five-year model underneath the equity and debt raises. Statistical forecasting at 90%+ precision, recurring-revenue waterfalls, churn prediction — and the subscription cost model that cut multi-year AT&T and AWS contracts ahead of the public markets. Pre-IPO readiness in practice: forecast discipline an auditor can test, models a banker can underwrite, and reporting a board can stand behind.

Ch. 02  ·  2018 — 2020

Scale school

Walmart eCommerce · San Francisco, CA

Controllership at the largest retailer on earth: $1.5B in accounts payable and inventory across twenty distribution centers, closed every month by a five-analyst team spanning the US and India. Stood up the accounting for new facilities, rebuilt gross-profit reconciliation, and sat across from PwC for the quarterly and annual SOX 404 audits. Where discipline at billion-dollar scale became muscle memory.

Ch. 01  ·  2013 — 2018

The cost machine

Pacific Gas & Electric · San Francisco, CA

Recruited by the VP of Strategy & Analytics to oversee $1.3B in annual corporate spend — including the budget for the Diablo Canyon nuclear plant. Partnered with Bain & Company on the company-wide cost program that delivered $300M, added $70M more across a hundred-plus initiatives, and built the five-year, $1.7B G&A plan. Business cases argued in front of seven EVPs and thirty senior executives.

Prologue  ·  2000 — 2013

The foundations

PepsiCo · Levi Strauss & Co. · Entergy · Orchard Supply Hardware

Thirteen years of accounting, controllership, and analytics across consumer goods, apparel, energy, and retail — supply chain scorecards, close cycles, and the unglamorous reps that make the later chapters look easy.