Leading the creation of the supply chain processes, technology and organization for HVAC, Plumbing and Electrical services business. Designing, implementing and running the supply chain aspects of an ERP initiative.

Responsible for the "Fanatical Support®" and Account Management of key strategic customers and the Account Teams (Account Managers and Lead Linux Systems Engineers) supporting them. Coordinated support with internal business units such as Level I thru III support, Legal, Sales, Storage, Virtualization, Networking, Data Center Operations, Product, Cloud Operations, Marketing, Finance, Accounting, and Supply Chain. Net revenue growth of 34% on installed base. Saved multiple accounts through strong strategic account management.

Successfully transitioned to a $1 billion managed hosting and cloud computing company. Reporting to the COO as chief of staff for Infrastructure Services a $250 million division. Aided in the reorganization, strategic planning and operational excellence improvement. Established and implemented templates for operations and capital budgets, implemented use of business case methodology for justification of capital spend. Coached and mentored highly technical leaders in business acumen and leadership. Facilitated the Managed Backup team along with Finance in building a business case for the migration from tape to disk, the team took disk from 13% to 80% by the end of 2012. Supported the teams selection of Isilon as an alternative target to Data Domain, Isilon has 4x to 6x the capacity of Data Domain as a backup, storage target. Supported the teams implementation of Commvault 9 and enabling the Client side dedupe feature, which increased the ability to backup larger, enterprise data sets, speed up all backups, reduce the strain on network bandwidth, and reduce backup failures. Championed the development of MBU HCO (High Capacity Option), a product offering dedicated resources on a shared infrastructure, allowing for larger data sets, even faster backups and potentially restores, and a future foundation for other features such as custom schedules and retentions, virtual server agents and snapshots.

• Transformed the warehousing division of a $16 billion company into a high performance supply chain operation. Supervised four directors and a 2000-person team in 19 warehouses in the US and Mexico. Managed a $140 million operating budget supporting distribution to 300 locations. Led a comprehensive process reengineering initiative, overseeing critical elements including process excellence/execution training and balanced scorecard focused on driving financial, customer service and quality improvements. Researched and coordinated implementation of best practice employee incentive initiatives. RESULTS: Reduced cost per unit shipped by 2%. Increased productivity by 14% and reduced turnover by 36% and overtime by 47%. Increased on-time releases by 5%. Raised employee satisfaction by 15%, and reduced OSHA recordable accidents by 39%, averting a potential unionization threat.

• Created a supply chain strategic roadmap for a start-up retail division in Mexico. Hired and trained a strong, diverse leadership team for the new international division. Led creation of a business case to justify building a $40 million multi-temperature distribution center. Supervised design and construction of the 350,000 square foot facility. Innovated a just-in-time order fulfillment process. Created a vendor negotiation plan to secure centralized discounts. RESULTS: Eliminated the need for safety stock on 80% of the volume, reducing total inventory in the supply chain by three days. Increased vendor fill rate from 70% to 90%, enabling gains in sales and profits. Improved quality of landed perishable goods, leading to reductions in shrinkage. Delivered distribution center project payback a full year ahead of schedule.

• Rescued a failing transportation subsidiary pending closure. Developed strategic and tactical plans for transportation and logistics supporting an $8 billion business. Managed delivery operations, a fleet of 360 tractors and 1800 trailers, and a $70 million budget. Initiated cultural shift from silo operations to a unified operating format. RESULTS: Reduced equipment downtime, accidents, and cost per mile. Improved on-time delivery, fuel efficiency, backhaul revenue, and “for hire” carrier profit.

• Pioneered the export process from the United States in to Mexico in support of start-up retail operations. Researched customs and transportation laws as well as operating practices. Created an international trading company with a comprehensive process for efficient and effective exportation of 2000 time-sensitive products. Developed logistics and infrastructure to support delivery, backhaul, and “for hire” traffic operations. Established consolidation/cross-dock operation in Mexico City. RESULTS: Facilitated operation of an international business that grew to $1 billion over ten years. Built export sales to 10% of total division. Enabled building a strong brand presence through delivery of company’s private label branded goods.