• Increased profitability for BPO by $10,000,000 in 2020 while also improving performance in client KPI’s (CSAT, FCR, AHT, Sales Revenue etc.) in at-risk tech support, healthcare, and telecom programs up to 7,000 agents• Lead the Health Check Team which uses Lean Six Sigma methodologies/creates best practices to teach site directors to improve profitability and performance in low-performing programs across four continents• Ability to manage cross functional team (Site Directors, Sales/CS, Finance, QA, TA, WFM) led to a Fortune 100 Financial Services client to go from 4% GP to 44% in 3 months with dramatic increases in SL and CSAT• Improved Contact Center reporting, processes, training, contract terms, bonus/penalty SoWs, and oversite to reduce shrink and improved SL and GP% for all omnichannel clients in the Health Check program• Supported clients/programs such as Verizon, USAA, Horizon Blue Cross Blue Shield, AT&T/DTV, T-Mobile, Dell, Anthem, State of West Virginia, Wal-Mart, US Bank, American Express, Barclays, and others• Created and provided biweekly updates to C-suite execs on progress of improvements and prioritization• Created and led an ad-hoc team of IT/OPS professionals (the “Avenger Team”) during Covid-19 transition which included creating and running ServiceNow Help Desk for Alorica and taking over 53,000 support interactions and launching new clients/new technologies • Given responsibility of developing and delivering training collateral and mentoring PMs/BAs/OPS personnel in Lean and Sigma with training on Kaizen Events, Value Stream Mapping, 5 Why’s, House of Quality, Pareto, Agile vs. Waterfall project management, use of MS Project and Gant chart creation, etc. • Tasked with strategic projects (including site consolidations) to increase profitability/reduce waste• Client facing SME on sales presentations and presenting process improvements to increase client satisfaction

• Was recognized as 1st Quarter 2019 top performer in North America/EU for fixing at-risk tech support program• Took over the at-risk program which had the worst metrics on all key KPI metrics (CSAT, AHT, etc.) in the entire organization, and was operating at loss and used Lean Six Sigma methodologies to improve it • Responsible for P&L,Finance, Hire/Fire, Operational, Process Improvement/PM, WFM, QA, etc• Primary interface with Client facing daily, including working with on-site vendor manager located in building, creation of “get well plan”, WBR/QBR data, contract modifications, and OPS/client satisfaction• Program finished above goal in most critical client metric (CSAT) in my first month, achieving a level of performance never achieved in prior 18 months of program. • Program troubleshoots hardware problems (Bios, HD, power supply, motherboard, dispatch of parts/techs etc.) and software issues (including 3rd party, antivirus) while operating within all help desk SLA’s/ITIL best practices • Turned performance penalties into bonuses in all metrics while reducing headcount to get program to appropriate spans/layers by using project management and Lean/Six Sigma skills• Created and documented new processes for hiring profile, hiring/interview process, performance/outlier management, bonus structures, career pathing, escalation resolution employee recognition, etc.• Responsible for all client facing meetings, presentations, pricing negotiations and QBR/WBR reviews• Responsible for implementation/conversion to Salesforce SFDC as CRM tool • Improved profitability and performance each month until within 7 months KPI performance was best of all sites while profitability reached +47% GP from a low of -18% GP under prior leadership (even while providing pay increases/increased bonus structure for the OPS team)

• Escalation point for all critical project, continuous improvement, and operational performance issues for region • Provided guidance for project managers in Business PMO and IT PMO and was single point of contact (client facing) for high-profile client onboarding to ensure client satisfaction and drive successful completion• Involved in pricing/contracts/SOWs, PM performance (including IT) for new clients’ projects and site moves/consolidations; as well as being the driver for operational process improvements within the business

• Was the “beta” for newly created role to be responsible for mission critical projects and fix failing projects/client engagements including all areas of the operation of the business directly supporting a regional SVP• Project Manager with division wide focus working across all areas of the business (Sales, Training, IT, Client Solutions, Operations, TA) for successful delivery of the most complex projects and correcting failing projects including rebadge projects/client on-boarding plus programs with KPI misses• Successful projects included the rebadge involved success transition of 200 long-time Entergy company employees to Alorica, IT systems transitions, and building of a new on-site data center plus circuit delivery to client data centers Project was so successful company gained additional market-share from incumbent vendor

Principal consultant of boutique company focused on staffing in the IT, Healthcare, Engineering, and Manufacturing verticals and projects/process improvement in the staffing industry.

Responsible for P&L, management of both recruiting/account management teams, and internal projects for IT staffing firm.

Ran highest performing group in company history, developed nesting program, and created/delivered training on PM/Six Sigma skills in various domains like IT and Healthcare using real world experience.

CEO and Chief Data Center Designer for IT professional services company focused on large data center design build work primarily in Healthcare and Telecom.

Data Center design build work, project/portfolio management for large enterprise clients across North America. Special focus on generators, UPS Systems, Switchgear, etc.