Alphabet/Google Healthcare

Position: Chief Financial Officer (Google Level-8), Onduo and Verily Health Platforms | 2022 to 2023

1. • Onduo/Verily Health Platforms, a population health company under Alphabet Holding aimed at improving health outcomes; while delivering a cost-effective experience for patients

   • Company’ products and program were focused on improving the health outcomes of customers’ patient population health. Conditions included Type-1/2 diabetes, hypertension, and mental/behavioral health.

   • Trusted advisor to the CEO of Onduo on financial and strategic matters.

   • Leading the budgeting and 3 -year forecasting process.

   • FP&A: redesigned the budgeting and forecasting process based on patient’s behavioral response to Onduo’s health interventions. Employed deep behavioral statistics to redesign financial forecasting process.

   • Commercial finance: redesigned the product performance guarantees for customers based on financial and statistical analysis to understand the true clinical impact of Onduo’s devices/products/programs on patient population health, health outcomes achieved and return on investment achieved from implementing Onduo’s prevention programs.

   • Commercial finance: redesigned the product and program pricing based on customer’s patient population risk profile, patient engagement and enrollment on Onduo’s program, cost of Onduo’s program. Pricing is decided on a $pmpm (per member per month) basis.

   • Sourcing/procurement: working with the central sourcing team for vendor selection, vendor spend optimization financial analysis, and contract finalization.

   • Cost control: maintain oversight on cost of service and operating expense through proactively managing adherence to budget and policy.

   • Mergers & Acquisitions, and Licensing: due diligence, synergy estimation, purchase price/valuation analysis for buy-side and licensing deals.

ChenMed

Position: Vice President, Corporate Financial Planning and Analysis | 2020 to 2022

1. • Leading the FP&A and Mergers & Acquisitions teams, comprised of 15 individuals.

   • Leading the 1-year planning/budgeting process (Plan 1 in October, and Plan 2 in January) and monthly 3-year forecast process aimed at providing operational clarity on 3-year hyper-growth (65%+) trajectory that the company is pursuing. Includes all three financial statements.

   • Planning topics include risk-membership growth, revenue estimation based on risk cohorts of membership, medical claims expenses, operating expense estimation for clinical cost of care and G&A, and resulting implications on balance sheet components and debt covenants to enable future borrowing capacity needed for new center growth related capital expenditure.

   • Completely revamped the planning process from deep diving into growth and profitability drivers to better plan for hyper-growth trajectory.

   • Fully automated the reporting as well as planning process for increasing planning close-related speed and accuracy.

   • Part of the Executive Committee and Finance Committee of the BOD to advise the owners, executive team and board members on the strategic direction of the operations including market/competitor dynamics, strategic payer partnerships, and financial performance.

   • Leading a confidential disinvestment (likely IPO-route) that will change the landscape of the ACO segment. Involved in 10-year financials preparation, and pro forma NewCo financials.

Amazon.com

Position: Vice President, Corporate Financial Planning and Analysis | 2019 to 2020

1. • Leading the 15 financial planning cycles at Amazon corporate. Planning cycles include two annual operating plans (October and December), 3-year forecast (May), and monthly risk & opportunities.

   • Conduct predictive/statistical top-down business unit level revenue and operating income forecasting based on historical financial and operational data to compare against the bottom-up view provided by business units. Provide guidance to senior leadership team (Founder and CEO and CFO) in understanding each business unit’s plan for decision making. Distribute plans to business units’ leaders with stretch targets.

   • Revenue Guidance: Provide revenue guidance for Wall Street Analysts on quarterly basis for revenue estimate ($60bn. to $90+ bn.).

   • Provide financials and write-ups for management discussion and analysis in SEC 10-Q and 10-K filings and underlying business fundamentals for delivering 20-30% annual growth for Amazon. 

   • Daily Revenue Forecast Report: Compare daily revenue performance and updated daily guidance to generate extrapolation/forecast for next 7-days, month-end and quarter-end for reporting daily to Founder and CEO, CFO, and the Board.

   • Stock-based Compensation: Prepare estimate for monthly and quarterly stock based compensation expenses for Amazon and provide quarterly estimate to Wall Street analysts. Stock based compensation comprises about 30%+ total Amazon employee expense.

   • Headcount: Prepare weekly, monthly and quarterly actual and estimated headcount for all Amazon employees (~800,000 fixed and total ~2 mil. employees) to Founder and CEO, CFO and Board; provide quarterly update for Wall Street analysts.

   • Forecasting process improvement and automation: Leading several initiatives for automating forecasting process for each of the 45 business units. For example, revenue guidance statistical forecasting process improvement achieved turnaround of 1 day compared with 7 days, previously.

   • Leading team of 80 individuals including core FP&A professionals augmented by offshore FP&A technology team.

SeaCube Container Leasing

[owned by Ontario Teachers’ Pension Plan Fund, OTPP, one of the World’s largest Private Equity Funds]

Position: Senior Director and Head of Financial Planning and Analysis | 2018 to 2019

1. • Heading the FP&A, Commercial Finance, Strategy and M&A teams for Global shipping equipment financing and leasing operations for (Dry 20 and 40, Refrigerated 20 and 40, and on-ship power generation for refrigerated containers).

   • Successful exit achieved by selling 35% share of the company to a partner private equity fund.

   • Prepare updated current year outlook and 5 year strategic and financial plans for the Board.

   • Managing the turnaround/restructuring of the company.

   • Developed new asset pricing model by statistical analysis of historical first and second lease data and asset movement to efficiently price each deal specific to a customer’s behavior.

   • Oversee preparation of and present the customer deal pricing request for the Customer Pricing Committee.

   • Lead M&A assessments for potential bolt-on acquisitions.

   • Prepare Financial Models for presenting to Banks and Debt Investors for Asset Based Securitization (ABS) financing.

Hospital for Special Surgery

Position: Director, Financial Planning & Analysis | 2016 to 2018

1. • Budgeting (+1 year) and Integrated Strategic and Financial Planning ( +5 year) for Patient Revenue, Market Share and Dynamics, Provider Operating Expenses, and Capital Expenditure pertaining to Capacity Expansion and New Ventures/Alliances.

   • Operations Financial analysis – including revenue (surgical volume and payer/insurer mix), and expenses impacting operating income. 

   • Capital planning, Real Estate expense and footprint analysis, Indirect and Direct vendor expenses analysis.

   • Provide guidance to Senior Management and Board of Trustees on performance against plan and insights for aiding executive decision making. 

   • Responsible for incorporating strategic initiatives and financial goals into the operating and capital forecast.

   • Oversee the financial modules of the ERP system, budgeting system (TM1) and including appropriate internal controls and standards in coordination with the Financial Systems team.

   • Partner with Financial Systems team to identify optimal tools and technologies to produce and streamline processes and reporting.

Ernst & Young:

Position: Senior Manager, Mergers & Acquisitions and Strategy Consulting | 2007 to 2016

Led strategic planning engagements for global enterprises for transforming their growth strategy and assessing organic and inorganic growth approaches. Led buy-side deals for large-cap private equity and global enterprise clients. Program managed financial and operational diligence, merger integration and operational turnaround initiatives. 

1. M&A DEAL EXECUTION:

   • Strategic valuation assessment at pre-announcement and sourcing stages of deal lifecycle (DCF/FCF, comparable companies, comparable acquisitions, synergy assessment).

   • Diligence focused on quality of earnings, synergies and one-time costs to provide insights for purchase price adjustments.

   • Negotiations through collaboration with client’s legal advisors to adjust purchase price, negotiate transaction services agreements through based on my diligence findings.

   • Finalize asset sale/purchase agreements with legal advisors to include diligence related price adjustments, transition services agreement, service level agreements, etc.

   • Investment thesis for investment committee review, including growth plan, cost management and exit strategy, including valuation and other strategic analyses.

   • Setting up legal entities and implementing tax-efficient supply chain management related order-to-cash and procurement-to-pay processes for NewCo.

2. POST-MERGER INTEGRATION:

   • Gross margin turnaround through growth strategy implementation with finance, sales and marketing teams and operations improvement.

   • Operating margin turnaround through cost optimization involving employee related and 3rd party vendor costs.

   • 100 day plans for synergy achievement and working capital improvement through policy adjustment/revisions.

   • Investee portfolio expansion through bolt-on acquisitions.

   • Setting up shared services for serving investee portfolios.

   • Internal/management reporting on metrics agreed with management and providing strategic direction to board members.

3. STRATEGY CONSULTING:

   • Revenue growth through organic strategies (financial value position, go-to market strategy, and new products and geographies)

   • Operating margin turnaround through operations improvement, vendor management/consolidation for scale, and automation.

Siemens AG

Position: Consultant at Siemens Management Consulting | 2004 to 2007

Medical Solutions' Diagnostics Portfolio, comprising:

1. Merger integration of Diagnostics Products Corp (Private Co.; $0.5bn. revenue)

2. Merger integration of CT Molecular Imaging (NYSE: CTMI; $1bn. revenue)

3. Buy-side integration of carved-out operations of Bayer Diagnostics from Bayer parent company ($2.3bn. revenue)

General Electric:

Position: Technical Leadership Program Member | 1999 to 2002

1. GE Capital Employers’ Reinsurance Corporation (GE ERC):

   • Reviewed risk management systems in the underwriting process at new acquisitions. Identified risk control assessment and developed improvement recommendations.

   • Designed new process maps with authority and approval levels to mitigate process risks.

2. GE Finance Function Digitization:

   • Worked on digitization of finance function across the Company through 6-sigma framework.

   • Identified cost savings of 15% through implementation of E- Payables and E-settlement tools company-wide. Cost savings identified as a result of process streamlining and efficiency improvement.

3. GE Power Controls:

   • Relocated manufacturing facilities from Western to Eastern Europe (17% labor arbitrage gain).

   • Mobilized resources for outsourced production during strike period (85% customer request met).

   • Conducted outsourcing project for MCCB (molded case circuit breaker) cycle time reduction.