Carlos A. Vazquez

A track record built on being asked, not applying, and a habit of automating the machinery around the work.

Every role came from a
tap on the shoulder.

I've been at Cox since 2009. A staffing agency called the night before and asked me to report at 8 a.m.; I came in as an AR/AP accounting assistant, right as the company was consolidating from independent regional teams into one centralized operation. When that transition outsourced my role, I moved onto an accounting and compliance team and stayed with it until the permanent offer came in 2012. Every role since has come from someone tapping me on the shoulder rather than a job posting: pulled into enterprise FP&A, promoted to lead the team I'd been the senior analyst on, then into corporate strategy running contribution-margin planning for a $2B+ commercial portfolio.

Most of my work comes down to one question: where should the next dollar go? I pressure-test the models (NPV, MIRR, scenario and sensitivity) and tailor them to the decision on the table, then turn them into a recommendation someone can act on. In practice that means advising VPs and Directors on deal quality and financial stewardship, and asking the questions that make sure the numbers support what the contract promises.

Lately I've been automating the machinery around the work: Python and n8n pipelines that turn variance data into executive-ready commentary and live dashboards. Less manual effort, faster insight, and the analysts get their evenings back.

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The record

Since 2009 · four titles · many lenses · one company
2025–2026Manager, Financial Planning & AnalysisCox Communications · Corporate Strategy

The charter here was to analyze and monitor enterprise-wide customer contribution margin, protecting the ratios that hold up EBITDA across the organization. When the Charter merger was announced and that work moved into keep-the-lights-on mode, I didn't wait for the next assignment. I worked my contacts and secured a swivel-seat into Commercial Contract Economics for the Communities segment, reviewing B2B deal economics and making sure capital was allocated profitably and rate terms stayed favorable.

Contribution Margin
  • Lead contribution-margin planning across consumer and commercial segments at an enterprise level, nationwide.
  • Model revenue, cost structure, and capital requirements to assess lifecycle profitability and return thresholds.
Commercial Contract Economics & Capital Allocation
  • Primary for portfolio-level investment evaluation, pricing, and contract structuring across a $2B+ portfolio of long-term commercial agreements spanning the West Region (CA, NV, AZ).
  • Tailor scenario models (NPV, MIRR, ROI, cash flow) to each investment decision, pressure-testing assumptions and trade-offs to land on a recommendation.
  • Advise B2B sales leadership (VPs and Directors) on deal quality and financial stewardship: asking the questions that sharpen the story and make sure the numbers support what the contract promises.
  • Flag roughly 8% of contracts for rework before advancing; nearly all are reworked and approved rather than lost, protecting deal quality without stalling the pipeline.
  • Set deal-level pricing across the portfolio: best-rate analysis that holds profitability, normalized pricing across multi-site customers, and post-mortems on how bulk pricing performed against market.
2022–2025Manager, FP&A · Client SupportCox Communications · Sales & Marketing

A promotion from within the team. The charter was to be the primary business partner to the Sales organization, forecasting, monitoring, and reporting the full sales P&L across every channel: Retail, Direct, Online, Inbound, Third-Party, Retention, and Customer Care. I worked in close partnership with senior sales leadership to ensure proper governance, advise on risks and opportunities, and recommend courses of action for go finds and budget adjustments. I also worked to balance Sales budget surpluses and shortfalls to make sure no resources were left idle.

  • Led Sales & Marketing FP&A for a $326M operating budget across every customer-facing channel, from enterprise plan down to frontline commissions and incentives.
  • Operationalized commission targets for 2,821 employees across Field Sales and Communities, in lock-step with a parallel Finance Sales Ops team.
  • Held a full sales P&L advisory role, with readouts and recommendations direct to sales leadership.
  • Restructured the in-house/outsourced service-channel mix with Sales and Operations: +3% channel revenue, −5% customer abandon rate.
  • Closed 2024 3% under a $326M plan by actively managing variance across the year, offsetting an over-budget line with savings found elsewhere.
2019–2022Senior Financial Analyst · Enterprise FP&ACox Communications

I was tapped out of Margin Assurance to join the enterprise team supporting Sales. The work was to model, forecast, and operationalize channel-wide targets: commissions, transaction volume, revenue, and ARPC. I was brought on for the technical side, building the multivariate regression models that sharpened our monthly, quarterly, and annual forecasts.

  • Senior analyst on the sales FP&A team: budgeting, forecasting, and long-range planning across all consumer business units.
  • Built the regression-based forecasting model (6M+ annual transactions, $346M in gross recurring-revenue movement) that replaced the legacy approach and became the enterprise standard for target-setting.
  • Migrated channel target-drafting from Excel into Tableau and Python, the automation pattern used in every role since.
  • Negotiated top-down targets across 7 sales channels, balancing corporate growth plans against field-level attainability.
2012–2019Senior Margin Analyst · Revenue AssuranceCox Communications

I was recruited by our VP of Business Operations into this team from an accounting and compliance role. It was an internal “consultancy” tasked with finding and resolving revenue leakage anywhere in the organization. We ran projects with Customer Service, IT, Field Service, Supply Chain, and Marketing, each with its own goals and deliverables, and the team carried an annual quota of revenue identified and preserved.

  • Enterprise sub-team within a 15+ person Revenue Assurance & Compliance department, consolidating and reporting performance to the Director and SVP, and fielding the group's highest-visibility ad-hoc requests.
  • Identified revenue leakage and margin erosion across products; contributed to a team that met or exceeded its $20–25M annual margin-recovery quota every year, 2012–2019.
  • Trained the team on Tableau, SQL, Power BI, and Alteryx: analytical capability the team still runs on.
  • Led finance-side coordination of an email-platform migration across Legal, IT, and Customer Service; built an in-house PII-matching tool for orphaned accounts.
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Selected outcomes

$2B+in investment decisions guided across the West Region
$310Mbudget as primary stakeholder, partnering with Sales leadership
$10Min operational savings found and reallocated to channel
7 yrsconsecutive, exceeding margin-assurance quotas
14 yrsat enterprise scale, four roles, one company
<5%variance to plan, delivered year after year

MBA in Strategic Finance, completed June 2026. Open to Senior Manager & Director roles in FP&A, Strategic Finance, and Corporate Finance. Also open to interim, contract, and select fractional or firm engagements. Local to Orange County, CA, or fully remote.