Tony Segreto

The interesting part of the job is rarely the model itself. It's framing a decision no one has made before, pressure-testing the assumptions underneath it, and getting a room of cross-functional partners to commit. I've spent my career on exactly that kind of problem: new products, new operating models, businesses where the playbook doesn't exist yet. Today that means owning the financial strategy behind Amazon's fastest delivery programs.

I came up through hardware and operations finance, where the numbers are unforgiving and the supply chain doesn't care about your forecast. That taught me to build models that survive contact with reality, and to translate them into a story an executive can act on in five minutes.

What makes me a little unusual: I build. Most finance people stop at the spreadsheet. I ship products, write operating manuals for working with AI, and use those tools daily in my own work. I think the gap between people who can model a business and people who can build with these new tools is where the next decade of value sits, and I try to stand in both.

Outside work I'm a husband, a dad, and an endurance athlete. I've run eight marathons, two of them while training with a newborn at home, which is its own lesson in operating under constraints.