ANUJ GUPTA

Lead overall FP&A and financial strategy for G&A (acted as interim backfill for R&D finance for 3 months)

• Led Anaplan enhancements to manage HC planning: a) Devised top-down target setting for FY25 payroll spend to establish AOP baseline b) Introduced analytics to forecast HC ramp and attrition c) Determined G&A hiring trade-offs related to geo mix, staff augmentation, contractor versus FTE mix
• Launched Projects Planning module in Anaplan for internal R&D & IT projects $XXX M+; setup capitalization framework in partnership with accounting; generated visibility on a) P&L impact at project level b) Project ROI and TCO metrics c) Resource allocation (FTE/ external) to facilitate project prioritization; drove reduction of ~20% FTE time spend for projects reporting
• Oversaw financial review of Cloudflare Tech Stack (240+ enterprise softwares) to advise CIO on optimization strategy; developed subscription license usage scorecard to drive portfolio efficiencies via tool consolidation, removal of under-utilized modules, configuration mix; drove 7+% Y/Y savings
• Evaluated R2 infrastructure bandwidth to exclusively store customer data at scale reliably for quarterly forecasts; analyzed scenarios to review GPU rental costs driven by captive vs. external storage and addition of incremental prof servicing for specific customer contracts
• Led review of key investment decisions ERP, Partner enablement, India Global Capacity Center, Facilities and compensation changes; presented sizing of budget building blocks to C-suite in partnership with functional partners; determined $XX M in budget allocation towards identified priorities
• Drove key PI initiatives a) Streamlined finance workflows for company-wide Vendor Management System/ centralized MSP launch in partnership with Procurement b) PO adherence guidelines, accrual automation and auto-allocation mechanism in NetSuite c) Management dashboard for HR, Places orgs

Led team of 3 to manage G&A (IT, Facilities, HR, CFO Org, and Legal) spend incl. Monthly forecast, budget, and LRP (opex > $500M, capex ~ $200M).

• Oversaw development of company-wide HC management and payroll forecast module in Anaplan, managed bottoms up planning for FY23 Global payroll >$1B spend and achieved forecast variance <1.5% in H1; devised growth and pacing metrics for Headcount Committee (C-level) review
• Overhauled Lucid's post IPO Employee Stock Based Compensation forecast in collaboration with Accounting and Stock admin; accounted for existing+ new planned allocations through RSU/ ESPP and options allotment; built sensitivity to review stock price & HC impact on GAAP P&L
• Led $ sizing and structuring of contracts with Procurement team for Lucid's AWS spend for engineering, Cybersecurity program, Data center strategy Enterprise software implementation (HR/ Accounting & Payroll) and Global POS launch; drove $X M in projected savings over 3 years
• Partnered with VP Facilities to develop capex sizing for 10 year Global Master Plan; analyzed facilities footprint & utilization to determine alternatives/ timelines for HQ2, establishment of engineering+ G&A hubs; presented to C-level leadership for alignment
• Developed financial strategy for IT back-end support through review of resource staffing alternatives; enabled setup of Lucid's Virtual Delivery Center in Bengaluru India through vendor evaluation as part of RFP process; projected > 45% cost savings post transition for 3 functional teams

• Finance lead with regional P&L responsibility, managed team of 5 to oversee planning, treasury, order to cash & financial reporting
• Setup and scaled the FP&A function for the Americas to structure the 3Y long range planning and annual budgeting processes; optimized monthly close process from t+6 to t+4 days; partner with GM-Americas to conduct financial review of business performance vs. plan

• Worked on commercial finance & evaluated GTM strategies, finance business partner for 3 international teams, 2 direct reports
• Created model to deconstruct intercompany transfer pricing & allocate cost overhead to determine true profitability for each entity; devised framework to benchmark cost segments by region; identified & rolled out measures to optimize SG&A spend by 3% YOY
• Devised SAP based direct forecast for €420M collections; created metrics for order backlog, FX cash conversion; improved forecast accuracy >5%

• Reviewed contracts for 7 multinational accounts; analyzed sales mix, order projections, tooling & capex needs; collaborated with VP Sales to add commodity price fluctuation and FX escalation clauses in renewal pricing

• Managed financial consolidation for 3 global businesses with cumulative turnover > $1 billion, streamlined BU financial reporting process; created financial updates & key business highlights monthly & quarterly for internal management and Apollo PE stakeholders

• Optimized compensation structure for ~150 salesforce ($250M+ revenue); assessed subscription model drivers to re-calibrate incentive metrics

• Managed debt syndication $120M+ for Real Estate portfolio at a Boutique investment bank focusing on corporate advisory and fund raising
• Corporate Banking for Emerging Corporates with portfolio size $75M (client turnover $40M- $350M) at Yes Bank; acquired 6 New to Bank customers
• Oversaw forex business at Kotak Mahindra Bank to grow the trade income for branch by 3x