Transition to SaaS

BLU Blu began as a weekly community event and grew into an internationally recognized festival attracting participants from around the world. As demand increased, the organization identified an opportunity to scale beyond physical events by codifying its methodology into a repeatable system. This evolution transformed Blu from an event-based experience into a globally implemented platform supporting communities worldwide.

Role: Strategy & Operations Lead

Market Targeting & Ecosystem Development

Blue was evaluating competing expansion opportunities in Europe and North America. Given limited organizational resources, leadership needed to determine which market offered the highest potential return on investment and the greatest likelihood of successful adoption. The analysis focused on market attractiveness, community concentration, operational requirements, and long-term scalability. Based on the findings, Europe was selected as the initial rollout market, allowing the organization to maximize impact while minimizing execution risk.

Role: Strategic Finance Business Partner & Analyst

Product Expansion

Following the successful launch of its core community model, Blue entered its next phase of growth and product expansion. Leadership needed to determine which customer segment should be prioritized for future development and investment: individual athletes or fitness studios. With limited resources available, the organization required a structured assessment of market opportunity, adoption potential, scalability, and long-term strategic value before committing resources to product development.

Role: Strategic Finance Business Partner & Analyst

Unionization of 1000 events

The global dance festival industry is highly fragmented, with independent organizers serving the same customer demographic while negotiating venues, accommodations, and vendor agreements individually. Despite attracting similar audiences, many events struggle to achieve sustainable profitability due to limited bargaining power and rising operating costs. An evaluation of the industry identified an opportunity to aggregate demand across multiple organizers through a collective purchasing model. By coordinating hotel negotiations and consolidating accommodation demand, organizers could leverage greater purchasing power.

Role: Strategic Finance Business Partner & Analyst

Debt Financing & Capital Planning

Supported external investor reporting for a $125M Morgan Stanley debt financing facility by standardizing KPI definitions to improve data integrity, developing cohort-based analyses to evaluate customer performance and retention trends, and creating executive-level materials used to communicate business performance to financing stakeholders.

Role: Strategic Finance Business Partner & Analyst

Partnership Renegotiation

FreshBooks partnered with Gusto to provide integrated payroll services under an established commercial agreement. Following organizational changes at Gusto, the economics of the partnership shifted. While the partnership continued to generate strong revenue growth, gross margins steadily declined, indicating that the financial benefits of increased volume were increasingly flowing to Gusto while FreshBooks continued to bear the majority of the commercial and operational risk.

Role: Strategic Finance Business Partner & Analyst

2 Office Closure & Layoff

FreshBooks operated across multiple geographic markets, each exhibiting different customer acquisition costs, growth rates, and profitability profiles. As the company increased its focus on capital efficiency and sustainable growth, leadership sought to determine whether sales and marketing investments were generating acceptable returns across all regions.

Role: Strategic Finance Business Partner & Analyst