Global head of Digital Direct to Consumer Product Management

Leading IT and Operations for a tech enabled apparel startup seeking to disrupt fast fashion by directly engaging with our consumers to enable digital personalization, provenance tracking, and provide alternatives that promote conscious consumerism in the apparel Industry.▪ Lead digital strategy, product roadmap, solution architecture, vendor selection & management, UX/UI development, mobile e-commerce site development and launch of integrated solutions that underpin a fully circular Gen-Z apparel & accessories brand and social community.▪ Support development and implementation of digital marketing strategy and social engagement model to promote omni- channel brand awareness.▪ Being at a startup means that I am also responsible for operations, logistics & fulfillment, safety & compliance, and many many other things.

I leverage my extensive strategic technology and digital transformation experience to offer high-impact consulting services to organizations from startup to conglomerates. Every engagement is unique with interesting, diverse, and complex challenges.DELIVERED RESULTS: Currently CIO on a pre-launch fashion industry startup. ► Laying out the digital strategy for launch through the years of growth.► Planning to disrupt an industry in need of a positive transformation.Consulted with a $30M global sugar engineering company:► My solution reduced operational overhead by 55% and increase productivity as evidenced by 25% growth in a new business acquisition that expanded project capacity. Advised a $76M clothing company:► I saved millions of dollars (potentially) by addressing a company-wide security risk that required federal involvement and subtle but fast implementation. Fortunately, the attack on critical business systems was averted and the company was able to resume business without financial loss.Supported a $5M startup: ► With my help, the company secured venture financing for high-growth business for a specialized technology market, immersive learning, and AI-based adaptive progression products across Asia. Engaged by a $1M publication: ► Following my recommendations, the magazine saw a 15% increase in subscription services and 70% increase in demand for digital content.

I lead strategy and delivery of Enterprise IT Production Operations services globally including the following 24/7/365 departments:• Global Service Desk • Global Network Operations Center • Global Onsite & Remote End-User support• Deluxe on Demand Platform Application support• Digital Cinema Platform Application support• Global IT Service Management Strategy, Service Delivery• Site Reliability EngineeringI am integrated with Operations Business Management, Product Development and Innovation Management to strategically anticipate demand and ensure best-in-class delivery of IT services to internal and external customers.

I was promoted to head digital product delivery and technology operations for Pearson Greater China Learning Services while concurrently leading ITSM for the growth region and directing IT operations for 3 business units. I served markets in mainland China, Hong Kong, Taiwan, and Macau. With stewardship of a ~$10M budget and oversight of 300+ technology team, I stabilized, modernized, and reversed a plummeting profit margin and declining sales and strategically revamped the service delivery model.DELIVERED RESULTS:► Grew digital native business by 13% annually ($5.3M).► Reduced overhead up to 35% (~3-5M) across business units.► Generated $30M sales growth for print and digital products and services across all Greater China markets.

I was recruited from PriceWaterhouseCoopers (PwC) due to my reputation as credible ITSM expert. , Business unit management’s loss of confidence in IT operations and support services resulted in a global re-organization leading to the loss of a significant portion of their IT staff. I was hired to redevelop global IT operations in alignment with business goals and regain the trust of the business unit leaders.Reporting to the SVP IT Operations, I co-managed a $100M shared-services budget and indirectly led a global IT operations staff of 1800+ who were dispersed among 150+ global business subsidiaries. Heading the shared ITSM services division, I represented several global business units (Penguin Books, Financial Times, Pearson Higher Education, K-12 Schools), ensuring balanced investment decisions that strategically improve the technology estate. I crafted and negotiated Service Level Agreements that were a key factor in sales bids & proposals. In this role, I also served as the business engagement lead in business continuity, disaster recovery, regulatory, and compliance initiatives. DELIVERED RESULTS:► Attained projected savings of $80M, spearheading a $14M office consolidation initiative to streamline business and technology operations that were spread throughout the New York and New Jersey.► Achieved 50% YoY growth of shared service estate and ITSM team invited to present IT service delivery roadmaps at international sales conferences.► Propelled global customer satisfaction rating from 69% to >89% by strategically implementing ITSM global best practices to promote efficiency and productivity.► Improved digital product performance 13% based on 98.7% average uptime across all (current & legacy) products by developing and negotiating digital SLAs critical to retention of multimillion-dollar contract extensions with major universities and international membership organizations.

I was recruited by PwC in a newly branded business unit, known as PwC CIO Advisory Services. We rose to the top as the fastest-growing, best-in-class IT service management (ITSM) solution for modernizing IT infrastructure & services. As an individual contributor or advisor assigned to the healthcare services and insurance sectors, I led teams of 5–10 technology consultants with projects ranging from $3–$10M. Primarily, we focused on ITSM strategy and best-practice process implementation.DELIVERED RESULTS:► Directed $5M implementation and deployment of state-of-the-art technology services for a large healthcare company.► Led $3M digital product & service catalog implementation for a major US healthcare services consortium.► Steered delivery of service catalog scoping and definition sessions and final presentation to client sponsor.► Developed detailed IT governance framework to promote post-implementation service catalog program sustainability.~$1B Revenue | 5K Global Employees

Morgan, Lewis, and Bockius is among the top 10 law firms in U.S. and ranked 11th largest worldwide by revenue. During my tenure with this firm, I held progressive roles with increasing responsibilities, direct reports, and profitability oversight. In my senior-most role, I reported to the Director, IT Services, managed 15–23 direct reports, and shared an operations budget of $10M. I served as the firm’s technology evangelist, directing global technology transformation toward a service-oriented approach based on ITIL best practices. DELIVERED RESULTS:► Increased customer satisfaction up to 20% by implementing a 24/7/365 global service model.► Recovered $300K annually (projected) by negotiating vendor contracts to uphold service level agreements (SLAs). ► Designed and deployed enterprise mobility, security, project management, financial management of multimillion-dollar IT budget.► Managed integration of technical staff during 4 corporate acquisitions.