David Bartizal Email & Phone Number

Hudson, WI, US

San Francisco Bay Area

Change leader focused on value creation, and optimization initiatives with portfolio companies.

Sunnyvale, California, United States

• Acting Chief of Staff: Led Executive Operations, data analysis, KPI scorecard implementation, executive team development, goal setting, and accountability culture.
• Developed corporate-wide M&A integration playbook and established a cross-functional integration team to prepare for the next M&A activity.
• Head of IT: Developed strategy and led projects to Consolidate IT data centers, simplify IT operations, and combine SaaS providers to reduce opex while improving IT security posture in preparation for an IPO.
• Led cross-functional projects to automate data movement between ERP and CRM systems, eliminating duplicated data entry and improving sales and order data quality and visibility.

Sunnyvale, California, United States

• Accountable for the strategy, leadership, budget, and value of 3 Customer Success teams (support, solutions engineering, and professional services delivery) and corporate IT:
• Strategically planned customer success to establish team goals and metrics, resulting in transparency and expected customer outcomes for the Support, Solutions, and PS teams.
• Drove team performance and efficiency by utilizing customer feedback and metrics to implement a voice of customer process, ensuring customer success and value from pre-sales to implementation to support.
• Led the global IT team and established security and compliance processes to ensure effectively delivered, secure IT services and infrastructure.
• Identified future support leaders and established responsibilities, career path coaching, and mentoring to advance in the organization.

Sunnyvale, California, United States

• Accountable for the global support teams’ strategy, operation, budget, and performance to scale and deliver on SLAs and Customer Satisfaction (CSAT). The team consisted of directors, managers, support engineers, and.
• Completed M&A integration of four acquired companies to achieve improved gross margin for support while standardizing systems, processes, and policies.
• Implemented formal escalation management processes to give cross-functional visibility to current field issues and substantially reduced escalation backlog.
• Championed continuous improvement of cost structures by utilizing lean 6-sigma concepts to improve performance and efficiency.
• Dramatically reduced the case turn-around time by implementing “active case management” to replace a passive system and better manage the backlog and stale cases.
• Launched Salesforce.com to replace MS Dynamics CRM, resulting in reduced work content.

Thousand Oaks, California, United States

• Lead the support operations, emphasizing value creation and cost structure improvement:
• Replaced underperforming field service provider to reduce service costs by 30% while improving SLA achievement to 95%.
• Launched Salesforce.com to reduce Support opex and provide a scalable platform connected to account and order data.
• Established a highly tuned customer survey to measure CSAT as a primary KPI and provide actionable insights into specific areas for improvement.
• Redesigned product support knowledgebase and FAQs to enhance self-serve support.

Oakdale, Minnesota, United States

• Lead support operations team, including service renewals analysts, parts-planning analysts, field service vendors, documentation, and cross-function infrastructure and systems team:
• Standardized global processes to instill discipline and a data-driven focus on results to an unorganized and piecemeal support process.
• Established customer satisfaction KPIs as an imperative.
• Implemented an RMA tracking and chase process to reduce unreturned RMA parts by 50%, recovering $1MM of usable inventory.
• Built the needed tools and technology in Dynamics CRM to manage and measure SLAs.

Oakdale, Minnesota, United States

• Lead product engineering, sustaining engineering, support, and quality management resources through technical leadership and consensus-building with four business units and cross-functional business teams consisting of.
• Responsible for managing 38-member engineering staff and $8M budget.
• Implemented resource planning and budgeting tools to simplify and optimize resource allocations and project costing models.
• Achieved a 50% reduction in support costs for various product lines through process optimization, training, and implementation of actionable metrics.
• Responsible for quality and performance for a $650M annual spend on finished goods from contract manufacturers.

Oakdale, Minnesota, United States

• Lead a team of eight engineers responsible for the qualification and management of outsourced optical disc and USB flash products.
• Led the quality management systems to meet ISO 9001 standards.
• Set quality standards and measures the performance of contract manufacturers.
• Directed Black Belt projects to reduce optical media NPI costs by 70%.
• Set strategy and delivered on technical needs as an optical and flash products business team member.

Oakdale, Minnesota, United States

• Manage an 11-member Technical Service Engineering team to provide pre-sales/post-sales technical support.
• Implemented and operated technical service centers of excellence in China and Singapore.
• Provided concise and meaningful field performance feedback metrics and led cross-functional projects to drive quality and cost improvements.
• Improved efficiencies and reduced staff by 50% while increasing customer base to 300.

Oakdale, Minnesota, United States

• Partnered with OEM drive manufacturers to develop and commercialize storage media products.
• Provided engineering leadership for development and manufacturing teams to successfully execute project management and launch four new products.

Tucson, Arizona, United States

Maplewood, Minnesota, United States