Operations · Finance · Systems

Architecting the financial and operational infrastructure to scale growth-stage companies (without breaking them)

Co-founder and Head of Operations & Finance at Tatcha, which scaled from $4M to $100M+ in revenue and was acquired by Unilever for $500M. I help fast-growing brands bridge operations, supply chain and finance, at the company level and at the investor and acquirer level.

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Background

Tatcha Unilever MIT Merrill Lynch Cisco Symantec Danaher Fidelity Investments

01 · The thesis

Most companies scale sales and break their back end. Scaling well means managing the hidden dependencies between the P&L and the supply chain: inventory commitments that drain cash, systems that don't talk to each other, and numbers leadership can't stand behind when an investor or acquirer asks.

At Tatcha, that meant turning a negative working capital inventory bubble into a $25M positive balance ahead of the exit.

02 · The discipline

Systems-level thinking across operations, finance and data

/01

Operational architecture

Scaling global supply chains, international contract manufacturing and multi-node 3PL distribution networks.

/02

Financial strategy and execution

Strategic FP&A, treasury, capital rounds, and preparing the business for institutional M&A and the deal room.

/03

Systems integration

Connecting commerce platforms, order management and warehouse networks so leadership sees one set of numbers.

03 · The record

Problems solved, with the numbers

Tatcha

Co-founder · Head of Operations & Finance

$4M → $100M+

Revenue scaled

Global distribution centers, from garage fulfillment

$25M

Positive working capital balance at exit

$500M

Acquisition by Unilever

Context

Venture-backed beauty brand in hypergrowth.

The bottleneck

Negative working capital and an inventory bubble: growth was consuming cash faster than it produced it.

The execution

Took fulfillment from a garage to five global distribution centers and designed the supply chain and financial models that ran across those international hubs.

The outcome

A $25M positive working capital balance and a business ready for diligence, leading to the $500M acquisition by Unilever.