Altorien Lockwood

Finance partner to the R&D organisation, owning the financial models behind infrastructure spend as the product portfolio moves into lines with different cost structures and pricing constructs.

• Own bottoms-up infrastructure forecasts and actuals tracking, translating cost drivers into narratives Engineering and Product leadership act on.
• Develop unit cost frameworks for product lines operating outside the current pricing model, including cost attribution and margin structure for AI-native product experiences.
• Partner with Engineering on infrastructure investment decisions and cost efficiency, and establish month-end reporting processes with Accounting.

Sole FP&A owner for Business Technology & Transformation, a $1.3B annual OpEx portfolio spanning headcount and non-headcount spend across cloud, data infrastructure, SRE and AI compute.

• Owned the full planning and reporting cycle: annual operating plan, 18-month rolling forecast, monthly reforecast, and budget versus actuals.
• Built the AI compute unit economics model establishing roughly $2 to $3 of supporting infrastructure cost per $1 of direct LLM spend, and identified utilisation as the primary risk driver in build-versus-rent decisions.
• Built the seat-level usage model that let Procurement commit to forecasted consumption in a vendor contract negotiation, securing a 12% discount.
• Replaced recurring manual analysis with governed Snowflake pipelines and automated SQL, plus the Tableau and Streamlit layer engineering leaders use for self-service visibility into spend against budget.
• Owned headcount planning and fully loaded run-rate builds by job profile and position: salary, sign-on, bonus and fringe.

• Modelled revenue, margin, pricing and volume assumptions across the commercial portfolio, with scenario and sensitivity analysis on pricing strategy.
• Supported operating cash flow and working capital analysis, including vendor payment timing and balance sheet drivers.
• Built a real-time Power BI tracker integrating shipments, actuals and open orders for live revenue and fulfilment visibility.

• Owned full-cycle and project cost accounting for multi-year developments, including capitalisation, cost-to-complete tracking and US GAAP financial statements.
• Partnered with project managers on budgeting, forecasting and cash flow planning, and with FP&A on variance analysis.