As the Chief Operating Officer at TechMD, I am responsible for overseeing and optimizing the company's operational functions to drive efficiency, innovation, and growth. My role involves strategic planning, process improvement, and collaboration with cross-functional teams to ensure the delivery of top-tier IT solutions and exceptional customer service. Fostering a culture of excellence, empowerment and continuous improvement, my mission is to significantly contribute to TechMD's objective of empowering clients through cutting-edge technology and support.

As the Chief Operating Officer of the Overwatch Cybersecurity unit at High Wire Networks, I spearheaded the execution of our strategic vision while managing the unit's P&L, business operations, product portfolio, and financial planning & analysis. I led the dedicated teams comprising of Security and Network Operations, Service Transition, Sales Operations, and Project/Program Management professionals, all united by a shared mission and passion for cybersecurity excellence. My role encompassed driving key strategic initiatives across the High Wire Networks enterprise, ensuring operational efficiency, profitability, and the successful delivery of top-tier cybersecurity solutions.

CORPORATE PROFILE: A $480M IT services integrator, cloud services provider, and managed security services provider with 1,100 employees. RESPONSIBILITY PROFILE: In my role, I reported to the CEO with $40M EBITDA Goal, and 740 employees with seven direct reports. I was responsible for maturing processes, systems, offers, distinctive capabilities, sell-side diligence in preparation for the sale of the company, as well as supporting corporate P&L and FP&A. After leading the integration of two large companies to complete earnings and synergy objectives, the CEO tasked me to lead a team to prepare the organization to be sold to a strategic PE buyer and achieve maximum shareholder value. I spearheaded all efforts in sell-side diligence, which included fostering discussions with investment bankers, transaction advisors/brokers, legal, and navigated complex negotiations with the purchaser. These efforts delivered a winning deal at the top of the EBITDA multiplier range, satisfying the founders.SELECT ACHIEVEMENTSEnhanced profitability and operations as an executive leader, achieving a 12% GM increase, 4% SGA reduction through BI tools, and sales margin optimization. Spearheaded digital transformation, resulting in 18% cost savings, 58% utilization synergies, and integration of three companies. Led strategic planning, aligning executive initiatives for company sale. Turned around a business unit, improving margins by 22% and increasing NPS from 48 to 78. Revolutionized customer success, boosting loyalty by 10% and tripling NPS.Selected Skills:* EBITDA Improvement* Leadership & Team Building* P&L Management* Service Renewal Improvement* Rebranding & Launch* CRM (Salesforce) & ITSM (ServiceNow) Rollout* Budgeting & Cost Controls* Workforce Transformation & Productivity Improvement* Gross Margin Improvement* Roadmap Development* Bus Dev* Customer SAT & Retention* Supplier Relations* Org Model Restructuring* Change Management

RESPONSIBILITY PROFILE: As acting GM of the Video BU, I led the business unit with a $70M Revenue Goal, and 70 employees with seven direct, supporting AV/UC/UCaaS collaboration solutions. I led the turnaround of a troubled business with bottom line losses, compounded by top-line revenue loss due to COVID, and was charged with maximizing value for the upcoming sale.

RESPONSIBILITY PROFILE: When I started for Carousel, I reported to the SVP Services with a $3M OPEX and 30 employees with four direct. I was responsible for video service delivery, implementation, management, maintenance of customer-installed AV equipment, and P&L for the video business.CULTURAL TRANSFORMATION• The CEO commissioned me to foster synergies between sales and services. Over 90 days, I eliminated redundant processes, revamped communications, and released/reassigned underperformers. This reduced attrition by 30%, improved key resource attrition by 50%, lowered change-related outages by 10X, and elevated sales confidence ratings from 78 to 96%. This became a best practice and resulted in my promotion to EVP of Operations.BUSINESS TRANSFORMATION• The CEO and CRO charged me to stabilize the BU and streamline vision, strategy, and accountability. Within four months, I transformed the team and service offering by championing the “BU Leader” concept, gathering comprehensive feedback, relaunching service offerings, and developing new KPIs. Within 12 months, this drove revenue from $38M to $49M (EBITDA of $1.3M) and elevated GM from 23% to 26.5%. These methodologies were adopted by all functional BUs and led to the inception of the Product/Portfolio governance function.

CORPORATE PROFILE: A $28B global telecom and cable services provider with 104,000 employees. RESPONSIBILITY PROFILE: Here, I reported to the SVP Global Customer Success with an $18.5M OPEX and 425 employees with six direct. My responsibilities included global (EU, AU, US) services and management of Engineering Staff, Software Developers, Technical resources, Conference Agents, Reservation Specialists, and Resource/Technical Project Managers.OPERATIONAL TRANSFORMATIONRestructured and led 425 member team spanning 3 continents generating $235M+ in revenue and delivering 24x7 global customer support. Led 6 direct reports including Head of Video Services, Head of Audio Services, Chief Architect, Head of Engineering, Head of Software Development, and Deputy Head of Global Operations with multi-million-dollar budget and operations in CO, MA, VA, UK, and Australia. Communicated closely with key technology partners, Cisco Systems and Poly ensuring alignment. Pioneered high-touch services across elite telepresence platforms. Managed security operations, optimized customer experience, and ensured corporate compliance, partner accreditation, and business continuity and disaster recovery (BCDR) planning. Represented company as speaker at international events.

RESPONSIBILITY PROFILE: As Head of Conferencing, I reported to the Global Head of Operations with an $11M OPEX and 200 employees with eight direct. I was in charge of all US-based delivery services, including Help Desk Technicians and Engineers, Conference Agents, Reservation specialists, Resource Managers, and Technical Project Managers.GLOBAL OPERATIONS IMPROVEMENTGlobal operations were siloed, and previous leadership had failed to intercede. Developed a hybrid approach focused on lines of business rather than regions of ownership, which required a leadership restructure. Once implemented, captured new revenue from Fortune 500 customers with higher quality service and lower costs. This reduced customer escalations by ~50%, improved agent answer speed by 4X, reduced cost per transaction by 35%, and increased CSAT Top 2 Box score from 75% to 90%; was promoted to Global Head of Operations.Selected Skills:* Multi-site International Operations Restructuring & Management* Global Customer Support* Leadership & Team Building* Budgeting & Cost Controls* Strategic Partnership Development* Customer Satisfaction & Retention* Customer Experience Management* Disaster Recovery & Business Continuity Planning* Compliance & Partner Accreditation* Global Customer Base Expansion* Key Account Management* Cost Reductions & Profit Improvement* Employee Engagement & Satisfaction* Continuous Process Improvement * Change Management* Revenue Generation & Market Penetration

RESPONSIBILITY PROFILE: When I started with BT Conferencing, I reported to the VP Services with a $4M OPEX and 50 employees. I was responsible for technical services delivery and managing a group of technicians, engineers, and field technicians to support a global customer base.CUSTOMER SUCCESS TURNAROUNDDelivery of services were failing under the weight of prior leadership failures. Appointed as Director of Technical Services by new executive leadership team, charged with performing turnaround across all aspects of the organization. Led organizational restructure, implemented new management team, redesigned organizational structure and revised and unified KPI’s across the team to drive focused execution. Within 3 months, operations stabilized and all critical customer support metrics vastly improved; CSAT 3x improvement, Help Desk ASA reduced by 90%, project implementation success increased by 40%, right first-time dispatch increased by 55%. Improvements led to not only increased customer satisfaction, but also increased sales and reduced operating costs.

As a strategic advisor, I bring a fresh perspective to a diverse array of businesses, ranging from burgeoning startups to established corporations across multiple industries. My expertise lies in driving critical business improvements, rooted in comprehensive business analysis. My track record in driving transformation, innovation, and turnarounds speaks to my ability to effect change. I serve as a dynamic catalyst, accelerating strategies that enhance profitability, customer relevance, and enterprise valuation. My approach is collaborative and data-driven, focused on implementing practical, impactful solutions alongside executive teams. I specialize in uncovering hidden opportunities, streamlining operational efficiencies, and implementing forward-thinking strategies that foster long-term growth and market competitiveness. By empowering organizations to navigate complex challenges and actualize their strategic ambitions, I help them unlock their full potential in a rapidly evolving business landscape, regardless of their size or sector.