VP of Information Technology • Technical Program Executive Leader
Driving Profitability with Strategic Financial Leadership
- $100M+ Revenue Saved During Pandemic Supply Chain Disruption
- $55M+ In Annual Expense Savings Achieved 3 times
- 40% Points Operating Margin Improvement in 1 year
- 80% Time Saved on Monthly Financial Reporting
Career Highlights
Strategic, results-focused Senior Finance Leader with extensive experience in FP&A, P&L management, and M&A across Fortune 500 and industry-leading companies.
Has led financial planning, budgeting, and forecasting for global teams and complex business units and has managed budgets exceeding $500 million, optimized cost structures, and guided investment strategies to support scalable growth. His expertise includes building and leading high-performing finance teams, driving SaaS financial modeling, and implementing reporting infrastructures that enable faster, more informed decisions.
Core Skills
Strategic Financial Modeling
Financial Planning & Analysis (FP&A)
Business Partnering P&L Management
SaaS KPIs
Industries
Tech
Networking
Consumer
B2B Hardware
B2B Software
SaaS
BioTech
MarTech
Case Study
Driving Profitability Through Strategic Renewal Revenue Capture and Expense Optimization
Situation:
When Broadcom acquired VMware, Software Defined Edge Division (SDE) was operating at a negative margin. The business culture had deprioritized strict P&L accountability, undervalued renewal operations, and focused heavily on long-term growth over profitability.
Task:
As Division Controller, I was tasked with identifying revenue optimization opportunities and improving profitability in line with Broadcom’s expectations.
Action:
- Partnered with division leaders to evaluate short- and long-term revenue levers.
- Supported design and implementation of a new Partner Program that standardized discounting and enforced partner accountability for renewals and growth—built for long-term scalability.
- Identified a critical opportunity in renewals operations where customers continued using the product without renewing.
- Presented a compelling case to Business Operations to prioritize this initiative, enabling the team to recapture lost revenue and stabilize ARR.
- Helped VeloCloud identify savings in headcount, contractors, SaaS infrastructure and Marketing programs.
Results:
- $50M+ in FY25 expense savings
- Improved ARR tracking and operational focus on renewals
- Launched scalable Partner Program to drive long-term growth
- Delivered a 40-point improvement in operating margin by shifting the business toward disciplined, revenue-focused execution
Case Study
Stabilizing Supply Chain Chaos During COVID-19 to Support Surging Demand
Situation:
At the onset of the pandemic, VeloCloud’s hardware factories were shut down or operating at minimal capacity. Meanwhile, demand spiked due to the company’s work from home friendly networking products. VeloCloud lacked the infrastructure to allocate inventory, forecast supply by model, or communicate lead times to customers and partners.
Task:
As Division Controller, I was tasked with creating a centralized, reliable system to align supply and demand, enable accurate forecasting, support allocation, and communicate lead times—helping the business respond to crisis-level disruption.
Action:
- Mapped the entire supply journey with vendor managers and operations teams to identify data gaps and improve communication flows.
- Built a dynamic forecasting model updated daily, integrating backlog, incoming supply, and demand by model and shipment mode.
- Coordinated with sales and fulfillment teams to build reservation and allocation logic directly into the model.
- Led and orchestrated a large cross-functional operations team, managing real-time data and facilitating thrice-weekly allocation meetings.
Results:
- Restored operational control during critical global disruption
- Saved $100M+ Revenue that was at risk of being lost to competitors
- Enabled accurate unit allocation and reliable lead time communication to customers and partners
- Reduced inbound inquiries and improved sales motion through better forecasting and status visibility
- Supported sustained business growth with the model and process used for 18+ months until supply stabilized
Case Study
Building Scalable FP&A Infrastructure Post-Private Equity Acquisition
Situation:
Sitecore, a 12-year-old company, lacked formal reporting and planning infrastructure. Following its acquisition by a private equity firm, the company faced pressure to meet stricter financial reporting requirements and banking covenants, while operating under significant debt.
Task:
As Director of FP&A, I was responsible for establishing a cost-effective, reliable reporting and planning framework that supported monthly hard closes, improved data accuracy, and enabled timely reporting and forecasting.
Action:
- Partnered with Accounting to implement monthly hard closes and standardize journal entries, creating a stable foundation for reporting.
- Led the implementation of Adaptive Insights to streamline planning and forecasting.
- Advocated for and implemented the Excel add-on module, enabling instant outputs and writebacks through pre-built templates.
- Designed reporting templates and trained the FP&A team to ensure adoption and efficiency in planning cycles.
Results:
- Reduced OPEX reporting time from 2 days to 2 hours
- Improved forecasting accuracy with variance typically within 3%
- Cut plan consolidation and reconciliation time by eliminating manual errors
- Centralized headcount expense logic, enabling faster, cleaner workforce planning
- Established a scalable financial infrastructure that met private equity transparency and reporting expectations
Case Study
Balancing Experience and Efficiency in Apple’s Global Contact Center
Situation:
Apple’s Online Store contact center needed to uphold its high customer experience standards—answering every call with expert support—while also reducing costs. The challenge was compounded by complex global operations and multi-language support requirements.
Task:
As Senior Finance Manager, I was tasked with leading a cross-functional team to develop cost-efficient operational strategies that preserved service quality, with solutions ready in time for the next planning cycle.
Action:
- Formed a cross-functional team of stakeholders and SMEs, using Stanford strategic decision frameworks to guide ideation.
- Led brainstorming and mind mapping sessions to challenge legacy assumptions and uncover new approaches.
- Developed and presented three strategic options with varying degrees of cost impact and operational change.
- Senior leadership selected the moderate plan, which included refining hours of operation in select global queues and shifting hiring preferences toward high-performing outsourced vendor staff.
Results:
- Reduced contact center costs by 16%
- Increased agent utilization by 25%
- Maintained Apple’s top-tier service standards while improving operational flexibility
- Delivered a scalable model for balancing service quality and cost in a global support environment
Testimonials
What People Say
“With a small but sharp team, Wyatt was a partner in growing the business. He has a clear understanding of the HW, perpetual SW, Subscription and SaaS business models which proved fruitful as VeloCloud changed hands thrice in its existence. He has a calm demeanor and is also an avid bicyclist!”
“He has consistently demonstrated outstanding financial planning skills, adeptly navigating complex scenarios to develop robust financial models, ability to distill intricate financial data into clear and concise insights for executives, empowering senior leadership with the information needed for critical decisions.
Wyatt is a truly impactful team leader as well. He has fostered a collaborative and high-performing environment, mentoring team members and inspiring them to achieve their full potential.”
“Wyatt has a rare talent for architecting end-to-end solutions—identifying the core issues, modeling scenarios, and surfacing the right insights to the right people at exactly the right time. Once we stabilized the initial crisis and brought in additional operations support, we were fortunate to transition Wyatt full time to VeloCloud as our Finance Controller.”
“Wyatt brings a rare blend of strategic insight and operational discipline. His superpower is translating complex financials into clear, actionable plans that drive alignment across product, sales, and engineering. He’s a true business partner who leads with data, collaborates seamlessly across functions, and consistently finds ways to optimize resources while enabling growth.”
Beyond the Office
