Lawrence DeMarco, CMA

• Rebuilt GTM finance function supporting 1,100 FTEs, $1.1B ARR, and $300M OPEX across multiple product lines, partnering with Chief Revenue and Chief Marketing Officers. • Developed strategic models increasing renewal rates by 5% and driving billings 6x payout value. • Created robust ACV-to-ARR planning model, improving top-line forecasting accuracy at product and regional levels. • Streamlined monthly PO processes, enhancing marketing program efficiency and spend timing.

• Instrumental in working with Sales leaders to create new structure and processes after Citrix was taken private and merged with another of PE sponsor’s portfolio companies. • Prepare Annual Operating Plans using zero-based budgeting approach to drive efficiencies across operations in accordance with vastly redesigned business model. • Development of partner program compensation and incentives.

• Full P&L responsibility and incorporated 20+ acquisitions and one merger worth $1B, including synergy tracking and value assurance. • Conducted Return on Investment (ROI) modeling for partnership and business development opportunities that help organization make informed decisions. • Created inclusive organic growth plans and KPI targets with regional operators and tracked initiatives to achieve them. Overall company organic growth increased from low single digits to high single digits.

• Recruited and headed high-performing team of 28 members, including five direct reports, to assist $31B business segment with four lines of business and multiple partners. • Transitioned 350+ standard reports to COE successfully and minimized production effort by 53% through automation and digital finance tools, enabling capacity for more value-add analysis.

• Designed sales spiffs with average ROIs of 25% that assisted in motivating sales teams and boosting overall sales performance. • Enhanced tenure up to 25% and sales productivity up to 10% by implementing new training wage/commission structure for sales representatives. • Restructured an inefficient sales organization down to four regions, resulting in saving 20% in operating expenses successfully.

• Administered $5B debt portfolio, dispensed $300M senior unsecured debt and associated swap ($5M interest expense savings in year 1) while maintaining proper fixed/floating mix. • Ensured compliance with $750M credit facility covenants/hedged $50M foreign exchange risk on intercompany loans.

• Developed effective European targeting plans, resulting in $10M share position from strategic European shareholder. • Presented benchmarked performance metrics against peers in public, private, and recurring revenue companies.

• Performed modeling for mergers, acquisitions and investments resulting in $800M in transactions and 10% subscriber growth. • Instrumental in facilitating the IPO process as a spin-off from Tyco International.