A closer look at a few of the dams I’ve built: systems and models that catch scattered data, hold it in one trusted place and turn it into decisions.
The Duckhorn Portfolio · Anaplan · 2019–present
Connected planning for a public wine company
I led Duckhorn’s implementation of Anaplan, starting in 2019. The first goal was a dynamic, driver-based P&L built on connected historical financials, and it became the foundation we used to explain the business to Wall Street ahead of the 2021 IPO. From there we grew it into a full connected-planning environment that links finance, supply chain and sales on one platform.
- Breadth: OpEx, CapEx, demand, sales, operational, COGS and supply planning, all feeding a full P&L and a three-statement view
- Granularity: one model covering 10 brands and 150+ labels, able to drill to a single label or roll up to the corporate level
- Speed: forecasts that once took weeks now come together in a few days
- From vineyard to margin: yield estimates flow straight into the COGS model, so a wildfire or a short crop shows up in gross margin right away
- Integration: ERP and wine-industry systems pooled in SQL Server and loaded through a central Data Hub
“We’re able to get one source of truth, and we can collaborate in real time.”
Executive reporting · 2003–present
Reporting that draws from a single source
For 25 years I’ve built the reports leaders rely on, and the principle has never changed: pool the data once, in one trusted place, and let every report draw from it. Refresh the source and the whole package updates. No re-keying, no broken links and no late-night manual tie-outs.
- Duckhorn & Kosta Browne (2016–present): monthly executive reporting on net sales, gross margin and Adj. EBITDA against budget, forecast and prior year, by brand and channel, with GAAP-to-adjusted EBITDA reconciliations and built-in tie-outs to source
- Paul Hobbs Wines (2012–2016): daily, weekly and monthly reporting plus custom reports on demand; market and brand profitability; depletion data kept accurate across AMS and Nielsen
- Constellation Wines (2009–2012): twice-monthly, company-wide inventory reporting for a broad range of users, plus inventory-aging analysis to flag at-risk stock
- Jackson Family Wines (2008–2009): Business Objects reporting across sales, pricing, customer, item, inventory and cost data, with daily builds tracking accounts sold, 9L shipments and points of distribution
- Intuit (2003–2006): forecasting summaries and reporting for the sales team and senior management
Catamount Racing · Nonprofit finance · 2026
A three-statement model for a startup nonprofit
Before Catamount Racing enrolled its first rider, the board needed to know whether the team could stand on its own. As Treasurer, I built its first-year budget as a monthly, fully linked three-statement model: income statement, balance sheet and cash flow, so the board could see not just whether the team would break even, but whether it would have cash when bills came due.
- Driver-based: enrollment, membership tiers, prepay discounts and scholarships drive revenue; staffing, payroll burden and equipment drive cost
- Built to flex: equipment purchases scale with roster size, and a contingency line absorbs surprises
- Decision-ready: surfaces the break-even roster and month-by-month cash, so the board knows exactly what to watch
- Governance: paired with a fiscal policy covering basis of accounting, capitalization, spending authority and budget approval
I’m not out looking for work, but I’m always happy to talk Anaplan, FP&A or wine-industry planning, and I take on the occasional consulting project. Get in touch →
