Allstate

Director of Finance

Senior Finance Manager

OrthoFi

Director of FP&A

Finance Manager

Financial Planning and Analysis Manager

Product Manager

Senior Financial Analyst

Staff Financial Analyst

Financial Analyst

Accountant

Senior Finance leader with expertise installing best-in-class finance operations to drive stronger corporate performance. 

My expertise is in transforming finance functions to improve efficiency and effectiveness. This involves assessing people, process, and product (reporting, analysis, forecasting, and consulting) to rebuild the function and drive operational excellence.

This often involves deploying modern tools and technologies to scale analytics and help executives make faster decisions. However, most finance teams underutilize their current resources and spending too much time on reporting. They struggle to produce actionable analytics to feed their forecast - I help finance teams fix this problem.

Ultimately, my skillset is rooted in turning finance teams into value-added, proactive operations.

Expertise in: 
- Budgeting
- KPI reporting
- P&L forecasting
- ERP implementation 
- Root cause analytics
- Operational planning
- Business unit strategy
- Multi-year forecasting
- Managing remote talent
- Automated dashboards/reporting

Financial tools & systems
- Excel
- Tableau
- Power BI
- Sage Intacct
- SAP BPC/HANA
- Business Objects
- Hyperion/Oracle Essbase
- Quickbooks Online/Desktop

Brett Hampson

Founder @ Parallel

Renato V.

This might be the most important Linkedin post I ever make. 

Don't call someone "bud" or "buddy"

I'm not sure why this even has to be shared. There are ppl you have sent messages to, who didn't respond because you did. 

2026 is here. Make it a resolution to never do it again.

The amount of victim mentality in Utah can be wild sometimes. 

"oh it's clique-y" 
"oh it's ______"
"oh i wasn't able to raise because of ______"

The real reason you don't have you what you want is YOU. 

It has nothing to do with a group not including you, because you didn't have friends at a firm, because you didn't work at Qualtrics, Pluralsight or whatever other company you seem to think gets favoritism. 

The best advice I can give to any founder here in Utah. 

If you ever talk to anyone. Literally anyone who says anything other than "We didn't raise because I couldn't sell the vision" is someone you want to AVOID. 

AVOID THEM AT ALL COSTS.

I spent 3 days at the BMW Group race school. So i'm like 99% sure there isn't a founder in Utah that can out-drive me. 

But you can come out and find out at an event we are holding with Ryan Benson and Evelyn Beguiristain next Thursday at 2:00pm. 

Link is in the comments.

One minute you and your cofounders are the only ones with a vision of what you want to build and the future you want to exist. 

And the next you overhear a CS person onboarding someone. You hear an SDR cold pitching your product. You overhear someone designing a feature you hadn’t even thought of yet. 

And it is such a weird feeling. Just someone else building along with you. 

It’s the absolute wildest experience ever.

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Are you about to raise a round? 

I'd highly recommend listening to this podcast where Trevor McKendrick from Seis and I talk about:

- Fundraising being awkward and requires learning over time.
- The Utah tech ecosystem has its unique challenges and advantages.
- Urgency in fundraising can significantly impact outcomes.
- Where to go for start-up advice

And much much more. 

Full episode is in the comments! :)

Renato Villanueva

By the end of the first week when I quit Divvy to start Parallel, I had $300K wired. 

And that alone helped my fundraise come together. Those first few checks from angels that signaled this was HAPPENING. 

If you're kicking off a raise, you have to make it seem like it's in motion. 

Check out our latest episode with Trevor McKendrick where we chat fundraising strategy. Link is in the comments!

I usually keep my posts to insights that are actually useful to founders.

But here’s a quick, shameless plug for why founders use Parallel.

Most early-stage founders aren’t bad at spending money.

They’re bad at answering one simple question:

“Is this normal?”

Parallel helps founders answer that by showing them what countless other founders are actually doing.

Specifically:
- Is our overall spend reasonable for our stage?
- Are we overpaying for any specific vendor or service?
- Where are other companies confidently spending more than we are?
- What is actually normal versus quietly inefficient?

Some real-world examples:
- A fractional CFO just quoted you $15k per month. Is that high or market?
- You just got billed $20k in legal fees. Normal or a red flag?
- Looking for year-end tax prep. Are you about to overpay by 2 to 3x?
- Paying $8k for SOC 2 tooling. Cheap, average, or way too much?

Instead of guessing, asking in Slack groups, or trusting whoever sold it to you,
Parallel lets you see what 100+ founders at similar stages are actually paying and how they felt about it.

No vibes.
No anecdotes.

Just: this is what’s normal.

That clarity alone saves founders a lot of money and even more mental energy.

Two founders are at $5M ARR. Both are growing 100% YoY.

Founder A gets a 15x valuation.
Founder B gets a 7x valuation.

Why?

Founder A proved their growth was efficient with a Magic Number of 1.2.
Founder B couldn't. Their Magic Number was 0.6.

Do you know what your magic number is right now? 

Unfortunately, this isn't one of those we can just send a calculator for. But if you want to know what yours is, how you benchmark against other companies, and what investors will think? 

Comment "GROWTH"

The longest a plan went without breaking at Divvy? 

It was about 6 days. 

Within 6 days, the plan was already changing.

And this is why a lot of start-ups avoid forecasting. What's the point if we know it's all going to change? 

Because you need to know how those changes are going to impact the rest of the year.

Any other founder out there ever been to the BMW race school? 

By far the coolest experience I’ve ever had. 

And while it won’t be something with 500+ horsepower, we are inviting founders out to race at the Grid next week. 

If you’re in Utah. Come out:) 

Link in comments.

You can be growing fast and burning a lot of cash. AND For a while, nobody cares. But then you raise and you will get asked a lot of questions. 

Because investors are quietly asking: “Is this growth real or just bought?”

That’s what Burn Multiple helps answer. 

Burn Multiple = net burn / net new ARR

Translation: How many dollars of cash did it take to create $1 of new ARR?

A high burn multiple can be fine if:
- you’re in a land-grab market
- payback is short and retention is strong
- spend predictably turns into revenue

It’s a problem when:
- growth slows but burn doesn’t
- payback stretches
- you’re relying on one-off growth levers

If you’re fundraising in the next 6–12 months, you want to know this before the first partner meeting.

So we built a lightning-fast Burn Multiple Calculator that:
 • calculates your number instantly
 • benchmarks you vs 2025 Series A SaaS
 • shows the levers that actually move it

👉 Comment “BURN” and I’ll DM it over.

taplio

The Battle

Brett Hampson

Renato V.

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taplio

The Battle

Brett Hampson

Renato V.

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Renato V.'s LinkedIn Performance

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