Jim Grube Email & Phone Number

Remote-First, Us

Madrid, Madrid, Es

Grapevine, Texas, Us

Seattle, Washington, Us

Portland, Or, Us

• CFO for North America’s largest vacation property management company, responsible for managing the homeowner and guest experience across over 25,000 units. Vacasa is a full service vertically integrated vacation rental property manager, with over 5,000 team members, using internally developed technology platform for property management, revenue management, and labor management to scale nationally across nearly 200 global vacation markets. The Company has grown to $1 billion in gross revenues and $500 million in net revenues, with 40% organic annual revenue growth• Finance lead on Series C (SilverLake) and Series D (convertible note with all preferred equity investors participating) private financing rounds, raising over $400 million in growth capital for the Company• Oversaw all finance, accounting, and treasury initiatives related to the acquisition and integration of Wyndham Vacation Rental, roughly doubling the size of the company in October 2019• Responsible for building public ready finance, accounting, tax, and internal audit teams, as well as launching of company’s Treasury function, including buildout of daily cash reporting and management, and development of 13-week cash flow forecast. Responsible for over 90 global finance and accounting team members (U.S., Canada, Europe, Central and South America)• Launched public company readiness initiative, partnering with Deloitte to build and begin executing a 10-month plan for optionality to enter public markets. Launched monthly forecast process, implemented Oracle Planning, and global rollout of NetSuite• Led working-capital and cost reduction initiatives in response to the COVID-19 crises, reducing operating expenses by over 30% on an ongoing run-rate basis. Accelerated company’s path to profitability, with run-rate into 2021 at break-even free-cash-flow

Plantation, Florida, Us

• As company's first CFO, provide financial & strategic support to co-founders and objective of building & scaling the most trusted pet retailer, with Chewy growing from $200 million to $4.0 billion in annualized net sales during tenure & market share parity with Amazon in online pet • Financial updates & communication to Board & investors. Cap table management & equity valuation. Investor base included VC, institutional investors, private equity, hedge funds, & private wealth funds• Finance lead on Series D, Series E, & Series F financing rounds, M&A activities/diligence, & multi-billion PetSmart acquisition• Built Chewy's credit profile from $0 to over $300 million of underwritten/undrawn credit through secured & unsecured facilities • Identified & implemented Company's working capital strategy to maximize free cash flow & cash conversion cycle. Oversaw 65 day improvement to an ecommerce industry leading -47 day cash conversion cycle, allowing Company to finance growth via working capital from 2015-2018• Led Chewy's public company readiness activities, completion of inaugural & subsequent financial statement audits by EY, conversion from LLC to C-corp, development of off-the-shelf S-1, capability for filing S-1 within subsequent 5-month timeline, built IR capabilities via development of banking & analyst relationships• Build & oversee Company’s financial operations activities, including: accounting, FP&A, cash & working capital management, long-term planning model, monitoring of financial performance, strategic & business development guidance, and measuring & analysis of results. • Establish & manage Company’s accounting, financial reporting, treasury, audit, SOX, tax, corporate planning, indirect procurement, AP, AR, payroll; private label, supply chain, merchandising & operation finance functions, & corporate finance practices; develop & establish controls to assure the accuracy of financial statements; ensure succession planning

Mclean, Va, Us

• Built, from the ground up, industry-leading Financial Planning and Analysis function supporting the Company’s executive team, including the CEO, CFO, Board of Directors, and private equity owner (Blackstone)• Led 50 person global finance team responsible for Hilton Worldwide’s enterprise-wide $7 billion revenue plan, $5 billion operating plan, $500 million capital plan, as well as forecasting, guidance, and analysis of financial, operating, and capital investment performance of over 4,000 properties, across over 90 countries, 12 brands, and 5 distinct operating segments (real estate, hotel management, franchise, vacation ownership, and purchasing companies)• Team role in key corporate restructuring efforts including a $14 billion debt refinancing in October 2013, and successful $2.4 billion public offering of Company in December 2013, the largest hospitality IPO in U.S. history• Production of Company’s “Monthly Business Review” analyzing key performance metrics, summarizing financial performance, and producing outlook and ongoing initiatives reporting. Responsible for financial updates for Board of Director Meetings• Development of 5-year Corporate Planning model including integrated financial statements; production of the Company’s annual cash sources and uses outlook and variance analysis of actuals• Successful implementation of Hyperion Planning for global budgeting, forecasting, and what-if analysis; executive sponsor of Company’s public company readiness initiatives including ERP implementation of PeopleSoft 9.1• Led initiatives to close $50 million EBITDA gap to business plan in 2012 and led working group to identify $100 million incremental initiatives to meet anticipated 2014 target earnings• Implemented centralized corporate NPV model for business case analysis and implemented global spending and transaction policy. Responsible for analysis of business cases requiring internal and Board approvals

Seattle, Wa, Us

• Led 12 person Financial Planning and Analysis, Asset Management, and Capacity Planning teams for Amazon.com’s IT and eCommerce business. Responsible for financial control, forecasting, budgeting, reporting, and capital planning of Amazon.com’s global network of data centers, fleet of compute and bandwidth capacity, and worldwide website and software development engineering teams• Led creation and implementation of Capacity Planning team and process to forecast long-term demand and supply of data center, power, bandwidth, and compute capacity. Responsible for global data center site selection and power, fiber, and real estate contracts; restructured leasing of IT hardware, with annual savings of $27 million• Identified under-utilization performance of compute fleet and worked with engineering teams to identify remedies for a 30% increase in global computer server utilization, saving $20 million in required IT hardware investment in 2009• Financial partner with Amazon Web Services (AWS) – Amazon.com’s cloud compute initiative which monetized Company’s excess compute, storage, and bandwidth capacity. Creation and implementation of data center and fleet operational metrics and IT supply chain performance in order to minimize dormant investment and maximize asset velocity of nascent, but rapidly growing, cloud compute business• Developed operating expense reporting and forecasting and capital planning and reporting models for Amazon.com’s IT operations. Implemented capital approval process and standardized capital investment decision making process

St Louis, Missouri, Us

• Part of management turnaround team responsible for transforming bankrupt predecessor into a stable, profitable entity generating $200 million EBITDA annually with strong balance sheet, cash reserves, and market share stability• Responsible for leading Finance team in the budgeting, planning, financial control, capital spend, and forecasting of the National and Alamo car rental operating expenses and rental revenues• Responsible for development of $2.3 billion revenue plan, and $2.1 billion Operating Expense & Capital Budget presentation for Board of Directors. Fulfilled role as Sales, Marketing, Reservations, and Operations Controller• Negotiation and implementation of 10-year global alliance with Europcar, generating $70 million in annual benefits• Led “Next Generation” conceptualization project team using technology to improve customer service and reduce controllable costs. Project resulted in several industry-leading initiatives including on-line rental check-in (“print your rental agreement from home”), prepaid products, receipt-sized rental agreements, expedited exit via bar coded rental receipts, long-term off-airport strategies, and launch of industry first self-service rental kiosks• Led steering committee and project team members implementing over 300 Self-Service Kiosk at 84 airports in 2006 and 2007; improving rental counter agent productivity by 25% and reducing customer transaction time by over 50% without impacting incremental sales (fuel, insurance, and upgrades). Steady state benefit of $13 million annually• Leading roles in efforts related to various Merger, Acquisition, Debt Issuance, IPO S-1 Filing, and Global Alliance initiatives – ultimately resulting in sale of company to Enterprise, the world’s largest car rental company• Led efforts to create a five-year distribution strategy & model to drive bookings via low cost channels & identifying technology and infrastructure investments needed to achieve long-term channel mix goals

Us

Project Manager, Northwest-KLM Alliance & Joint Venture: Jul 2001–Jul 2004 (Amsterdam)• Responsible for improving effectiveness NWA/KLM alliance via revenue management & cost saving initiatives for both partners. NWA-KLM Trans-Atlantic JV generated $2 billion annual revenue• Led implementation of McKinsey Consulting study resulting in $70 million in annual revenue benefits to JV; actions incorporated sales, revenue management, & channel distribution• Led KLM project team improving revenue integrity (ticket/fare auditing) with annual $7 million revenue recapture Manager, Pacific Finance: Sep 1997–Sep 1999 (Tokyo)• Responsible for team of 4 Tokyo financial analysts & 7 country finance managers. Managed $400 million capital & operating budget for Asia Pacific region• Cost initiatives, partly in response to 1998-1999 Asian economic crisis, resulting in annual savings of $55 million (15%) • Airport, Flight Attendant, & Mechanic staffing & process analyses; introduction of Japan early retirement program • Valuation study for proposed sale of Pacific inflight catering business Specialist, Reservations Engineering: Feb 1995–Sep 1997 (Minneapolis) • Managed phased implementation of Northwest’s front-end reservations system for 9 offices & 4,000 Res agents• Reduced learning curve for system from 22 weeks in first office to 6 weeks in final office; results included 10% agent call handle time reduction, 15% sales performance increase, & new hire training time reduced by 50%

Boston, Massachusetts, Us

• Vehicle utilization, yield management, and vehicle parking location analysis for carsharing organization startup • www.zipcar.com website front and back-end information flow process mapping and analyses• Marketing efforts to neighborhood associations, local businesses, universities, area government agencies• Training and customer support for new Zipcar members; delivery and in-fleeting of new vehicles

Clermont-Ferrand, Auvergne-Rhône-Alpes, Fr

• Inventory and logistics engineering of million-tire capacity warehouse; material flow analysis of forklift operations• Simulation of the maintenance staffing requirements for manufacturing operations; logistics and simulation modeling

Master Of Science, Transportation Science And Civil Engineering

Bachelor Of Science, Industrial Engineering