Two Fortune 500 environments early in my career. A Fortune 50 telecom serving 145M+ wireless customers. A national dialysis network of 2,600+ centers and 190,000+ patients. Scale changes how you build reporting, run decisions, and structure span of control.
At Verizon I worked enterprise FP&A across global telecom revenue streams. Reporting and scenario analysis at the scale of a Fortune 50 customer base, supported by large-scale data lakes. At Fresenius Medical Care I forecast revenue and payor mix across a 2,600+ center, 190,000+ patient dialysis network — Medicare, Medicare Advantage, and commercial reimbursement at national scale.
Operating-system thinking. Reporting cadences that hold up across thousands of operating units. Standardized analytics so a regional VP sees the same numbers as the CFO. A healthy respect for which decisions get owned at the edge of the org and which get owned at the center. Discipline about what to NOT customize per business unit.
The same mindset applied to every PE-backed platform I work on. Standardize the spine. Localize at the edges. Run reporting that breaks predictably, not silently. Pace the M&A engine to what the operating system can actually absorb.
Confidentiality note — Specific internal artifacts, dashboards, and methodologies remain confidential to former employers. Lessons, principles, and outcome direction are real.