Develop and foster relationships with Dell’s strategic partners, Intel, AMD, and Microsoft.Supporting multiple segments within Dell including, Consumer, Small Business, CommercialClient Solutions. Function as a bridge between Dell Marketing, Sales, and our partners toalign strategy and create joint go to market plans. Manage partner incentive programs tomaximize partner exposure in market as well as support Dell’s business goals. Drive projectsto optimize global Vendor Funding processes. - Develop, launch and promote a comprehensive VF training academy consisting of 9 ondemand learning modules to support field marketers on all things Vendor Funding.Results included 90% reduced training time, 93% knowledge improvement and 90%satisfaction rate. Also created a chat bot to support the users and supplement thelearning content. - Global Alliances and PM delegate on long term strategic project to transform Dell's digitalmarketing from static to Dynamic, delivering personalization at scale. Managing globalimpact of $400M as well as driving an Agile team to test and iterate many internal VFprocesses to ensure the success of DCT. - Drive strategic relationship with Intel, Microsoft and AMD to deliver +$100M in co-marketing dollars annually. Manage funds to develop and execute short and long termprograms that are mutually beneficial to Dell and its partners. - Implement and execute rigorous and transparent partner-funding process to maximizetrust, cooperation, and alignment between Dell and its partners.

As Sales Manager I lead a team of 35 sales professionals and coaches in consumer frontlinecall center. Responsible for multi shift team executing 90% inbound and 10% outbound calls.Emphasized selling margin rich products and services, as well as providing an excellentcustomer experience. - Hired, trained & managed the first part time flexible call center sales team supportingConsumer segment.

As a Manufacturing Operations Manager, I was responsible for driving continuousimprovement in the facility through operational teams and site projects. Lead a team of 125Managers, Leads, and Associates divided among all shifts. Key business decision maker todrive activities to reduce Server and Workstation backlog, improve overall quality, as well asimprove factory productivity. Developed front line leaders to not only manage a functionalarea, but lead a team of diverse individuals toward a common goal. - Responsible for setting production commitments and goals, as well as negotiating factoryscheduling to maximize production and reduce cost. - Modeled quarterly headcount needs based on week by week master sales plan andexecuted operations based on analysis. - Consistently top Dell performer in Tell Dell results receiving excellent scores in the “MyManager” category with 99% favorable response. - Operational results that exceed expectations include backlog at all time low of ~6K. FPY,first pass yield, at a factory high of 92.6%, as well as a factory record for ULH, units perlabor hour, of 1.10. - Recognized with the Texas Operations Winning Culture award twice for my contributionsto multiple charitable efforts.

Ensured that the store met and exceeded sales, service, and payroll goals. Trained andmotivated associates to exceed Pottery Barn sales & service standards by following companypolicies and procedures. Visually merchandised products to increase sales. Scheduledefficiently to meet customer needs while staying within payroll limits. - Managed an organization consisting of 58 full and part time associates . - Received district award for exceptional customer service and sales volume. - Communications coordinator, responsible for the proper distribution of all corporate andlocal communications. Conducted all management and associate business updatemeetings. - Led corporate best practices by maintaining payroll budget below the 10% guidance bymanaging employee time off and maximizing sales during scheduled hours.

Supervised a team of 30 people in the C-cell as well as 9 volt finishing and packagingdepartments of the Energizer battery factory. Ensured departments met production goals andquality specifications while minimizing costs. Managed the inventory of raw materials andfinished products to avoid shortages while minimizing carrying costs. Maintained highexpectations for employees, while operating in a safe manner conforming to company andO.S.H.A. regulations. Reviewed inefficient operations and determined steps for improvement. - Developed a fair and efficient way to distribute people throughout the factory to ensure100% coverage and each team member at full utilization. - Created an automated process for conducting monthly commodity count of all rawmaterials, WIP, and finished goods which resulted in the reduction of inventory count timeby 68% as well as increased accuracy. - Conducted safety training for all associates including exempt employees.