Led the formation of our Client Experience team with a key vision for the Customer Enablement team at Solera with a primary focus on driving automation, data analytical, operational efficiencies, LMS consultation, and may other key projects. This high performing team included functions of Project Managers, business analyst, data analyst, automation experts, data engineers, and full stack developers. Our 3 pillar vision included a focus on 1)Reduce On-boarding Time & Efforts, 2) Produce & Implement AI /Automated Procedures, 3) Simplify & Enhance On-boarding Procedures. A few highlights of our successes included the following: 1) Reduction in the on-boarding time of our CRM product from 60 + days to a reduction of 60% of our project being completed within 30 days of project creation. 2) Streamline our data conversion process through creation of our 'POWER' tools that created a scalable, redundant, and automated data conversion procedures. Reduce the data conversion time for our Hollander product line by 95% within the first 9 months of the imitative. 3) Led the successful creation of our new LMS of Solera University that consolidated 3 core LMS systems into a single platform while enhancing our new client training and remote training capabilities including enhanced reporting / tracking.4) Led many operational efficiency initiatives including our performance tracking, skills matrix (Strength based leadership tool), demand (capacity) models, enhanced Salesforce tracking, and continued functional alignment skill sets for a more scalable organization.

Directed the formation of a functional organized department including leading our on-boarding, forms programming, and data implementation / conversion teams for our flagship DealerSocket products. Aided in the formation of the Customer Enablement department through the acquisition transition while leading to continue to drive key initiatives.

* Implemented and Led successful DE&I programs including one with a specific focus on the mind & body health. Held the highest # of new enrollments across the DE&I groups launched in 2020• Led the re-alignment of 4 data analyst teams from a multi-department team to a single departmental team. • Led the re-brand of the team through the internal organization to a solution-oriented department with an increased focus in forward thinking activities. • Created and implemented team vision and mission statements, motto, and direction to enhance the flexibility and efficiencies of team resources. • Organized and led a leadership team of 6 with a team of 41 team members across 4 core production lines and 2 primary functions (Implementation & Operations) • Implemented new policies and procedures and structure across the multiple teams and functions. o New Overtime policies reducing budgetary costs by 66%. o New 1:1 and coaching policies to enhance team direction & resultso Created new performance metrics to increase productivity by 20% and tracking of the departments capacities. o Enhanced overall policies and procedures to streamline operations and enhance the customer experience. • Led internal COGS audits on vendor integrations with an annual COGS reduction more than $2.2 million. • Led new projects / initiatives in technologies to increase existing team efficiencies and reduction in additional labor costs. • Department budget development, forecasting, and management• Implemented new Training and Development programs, including the additional of Pluralsight, to create a current skill inventory, and to enhance the current skill set of the existing team members. • Designed and Implemented multiple cross-functional process automation utilizing Microsoft flow & PowerApps connections to reduce email inflow, increase tracking & accountability, and provide enhanced data reporting / analysis.

o Led the creation of the new Post Consultation Specialist (PCS) role to enhance the customer on-boarding experience, reduce first 6 months attrition, and reduce the impact on the consultants. o Created the new policies, processes, and procedures associated with this new operations role. o Launched this new role and led multiple cross-functional launch training on the new processes and procedures and how to engage this team. o Led of team of 1 direct and 10 in-direct reports in the implementation of this new role. o Reduced the company’s first year attrition in the first 6 months by 33%. o Co-Created the Product Expert (PE) role as an enhanced operations product support team across the multiple core product lines. o Launched the Product Export role as enhanced subject matter experts that were aligned by the franchise (OEM) and independent (non-OEM) market segments.

• Implemented new processes & programs to include a Monthly Performance Rating System, Performance Quality Audits, Department Retention/Revenue Tracking• Lead a team of 18 of Account Managers and leaders to provide consultative business relationships with US and Canada franchised dealerships.• Lead various special projects to increase internal communications, consistency throughout the department and a focus in providing solid documentation between the levels of teams within the department• Led the direction of new policies and procedures to enhance the new customer experience. • Led the creation of cross-functional meetings enhancing internal communications and reduction in escalations because of enhanced clarity. • Co-Created the tracking of department enhanced bonus programs • Co-Created the tracking of customer retention tracking for the ownership of the Revenue Radar product line. • Led the re-location of the team across multiple centers of excellence into a single center of excellence for enhance collaboration, team unity, and customer experience enhancements.

• Lead a team across multiple centers of excellence and remote team members. Increased the use of technology offerings such as SKPE, WebEX, and other to increase the alignment of the team regardless of geographies. • With extensive growth grew a team from 8 to 17 while transitioning the location of the team to a new center of excellence• Extensive aspects completed in Transition Management, Training / Development, Process foundation, leadership building and documentation• Enacted new change management programs and policies to reduce employee attrition. • Implemented new process and policies to increase our customer contract rates that resulted in an increase in contact percentages by 25%. • Led initiatives to increase the product knowledge and training of the team and across other disciplines. • Created team capacity models and enhanced resource planning & forecasting.

Oversee a team of 3 of Desking Account Managers. A Desking account manager provides both pre/post implementation support. Escalation of defects and issues to appropriate teams. Direct customer support of the Desking product and internal support throughout the organization.• 3-4-person team of direct reports in managing all build and direct customer support of the Desking product.• Increased project & team efficiency by implementing new processes, documentation, and metric programs resulting in increasing the overall quality team average rating in the first 3 months from 90% to 95%.• Implemented new processes to increase the Desking product knowledge throughout the organization. Additionally implemented new procedures to increase the communication of defects with coordinated teams.

As part of a 4 member team we provide both new build and both pre/post implementation support for the Desking Product. This includes the setup and testing of new product add on's, direct internal support during implementation and direct customer support post implementation.* New Build Support includes initial setup and payment matching to the customers DMS system.* Pro-Active direct customer support for training or issues and escalation to appropriate support teams.

Led 7-person team of direct reports plus team of independent contractors in overseeing all operational disciplines. These disciplines include the following: manufacturing, purchasing, security installations, project management, technical support, human resources, R&D (including proof of concept/beta testing) and asset management. • Utilizing Root Cause Analysis and metric based performance programs designed and implemented new process and procedures for all operational disciplines which increased project profitability by reducing cost by 15.25% and reducing the companies lost revenue exposures 12.4%. • Direct leadership for successful project implementations for Federal and State Government projects including Department of Homeland Security, Federal Protective Services, Social Security Administration, Military Operations, state and private run prison facilities.• Direct leadership for the Bluestar distribution project. Implemented a new manufacturing process increasing current production capacity by 30%. Resulting in meeting an initial supply order of 78 units within 14 days.

As part of a 6 member team, coordinated the corporate fixed asset inventories for both desktop and data center operations. Led and directed the annual fixed asset inventory in organization and structural procedures. Created and implemented new asset tracking Procedures Company wide. Instituting new and improved standards to tracking and managing the companies fixed assets.• Completed the annual phoenix fixed asset inventory, accomplishing a 95% audit rating, by the 2nd year.• Reconciled and located over $26 million (unaccounted) Data Center reducing the company’s financial exposure from $29 million to less than 3 million in the 1st year.• Direct development of new audit documents, procedures in locating and tracking the companies fixed assets.

Cultivated new finance sales, financial institution relationships within the F&I department for prime/sub-prime markets. Lead a department of two in overseeing all new finance transactions. Led weekly budget meetings for CIT reports, revenue forecasts, and identification of potential problems and providing effective resolutions. • Maintained average of over $900.00 per vehicle sold on backend product sales. Concurrent management of all contracts in transit to meet a 72 hour funding completion standard. • Refined processes and procedures to reduce contracts in transit time. Decreased the contract in transit time by 30%.

Led 3-person team of direct reports plus a team of independent contractors and value-added resellers to manage project installations for nationwide clients. Directed all technical support activities, project management services, current product production and new product development. • Directed R&D, production, deployment, and on-site support operations in conjunction with company expansion. Supply Chain Management, Asset management and purchasing efficiency.• Instituted rigorous quality and service standards reducing technical support requests by 40%• Served as lead engineer for new Archangel Project and new product launch in 2007.

Worked effectively with customers identifying their needs, selling products and services, and solving problems to ensure satisfaction and high CSI. Worked directly with management in training new sales representatives, on new product knowledge. Developed strategies for overcoming objections and creating innovative selling techniques.• Maintained 12 units a month average and exceeded national CSI average above 94%.

Worked effectively with customers identifying their needs, selling products and services, and solving problems to ensure satisfaction and high CSI. Worked directly with management in training new sales representatives, on new product knowledge. Developed strategies for overcoming objections and creating innovative selling techniques. Oversee the incoming lease return in management of changes to the manufacture and or lease company.• Maintained 12 units a month average and exceeded national CSI average above 94%.

Led multiple, concurrent telecommunications equipment implementation projects. Managed indirect teams through all phases of the project lifecycle from initial site survey, to implementation, to testing, and final quality acceptance. Crafted and executed project plans, including task prioritization and resource management, to ensure on-time delivery of customer requirements. Planned and managed project budgets of up to $5M.• Oversaw high-profile implementation for Qwest that included 4 distinct deployments with budgets ranging from $400K to $5M, Earned 100% quality audit rating resulting from 0 business disruption, which helped to propel Tellabs to #1 installation vendor status with Qwest.• Lauded for obtaining 95% overall quality rating for projects in Utah, which was highest percentage among all 14 Western Region states.• Developed and delivered training regimens for new site supervisors to promote quality consistency and to facilitate adherence with company and industry standards.

Provider of unified technology and telephony solutions.; Performed site surveys to plan telecommunications infrastructure installations. Coordinated cabling deployments fortelephony systems and network backbones. Ensured compliance with state and federal telecommunicationsstandards.Additional experience as Central Office Installer for Advance Fiber Optics, Business Sales for Electric Lightwave andAutomotive Sales for LHM Chrysler in Bountiful, Utah and Menlove Dodge/Toyota.