- $1.5B+ PE owned and growth oriented Legal, Risk, & Compliance SaaS provider with over 20,000+ customers, increased company ARR 5x over six years. - General management direct P&L responsibility to oversee the growth of broader product suite servicing Corporate Legal & Claims departments at all key Mitratech clients- Member of M&A diligence team, working directly with portfolio company leadership and bankers. Helped to oversee the acquisition of 10+ companies and their drive their successful integration within Mitratech platform in 90 days- Responsible for driving growth targets (organic & inorganic), sales, sales operations, process improvement, GTM, product roadmap with customer thinking- Thought leader within legal technology and speaker at industry conferences, webinars, podcasts in areas such as pricing models, legal technology selection and architecture, workflow automation, AI and ML, cost reduction, strategy, organizational design, lower cost providers, and advanced analytics.

- Led creation of AIG’s Legal Operation Center to gain better control and performance of AIG's $2.4 billion legal spend utilizing 1,500 law firms on behalf of 90 million insured clients in 90 countries. Implemented best in class processes, operations, data management, business reporting and project management that supported over $1.2 billion in legal savings during tenure.- Business sponsor and overall lead for the largest eBilling Matter Management software roll out in the world. Project simplifies system and consolidates key legal data onto one platform. Platform supports over 3,300 users, 95,000 open matters and over $600 million in yearly spend with over 1,500 vendors. - Created Legal data office as Legal Chief Data Officer. Created and executed detailed plan to improve data quality, capability and delivery over 40 areas. Aligned reporting, advanced analytics and data visualization to drive improvement to key business processes. Exceeded goals.- Rolled out rapid development workflow tool to dramatically improve operational effectiveness. Digitized over 100 end-to-end processes to date utilizing hyper agile process business driven methodology. Processes typically delivered in 2 – 14 days from project initiation to application live in production being used by the business.- Responsible for $25 million budget, managed up to 75 employees in Process Excellence, Project Management, Operations, IT and Reporting functions globally. - Projects and approach were a key factor in AIG winning Outstanding In House Legal Department Award from NY Law Journal and Association of Corporate Counsel.

- Led process improvement initiative for Legal Operations. Working closely with Business Operations Officer, and staff, led cross functional team to dramatically improve business process. Achieved over $3.7 million savings in first quarter, triaging work items to prioritize largest possible savings. Reduced work time for complex work items by 50%, and improved process effectiveness over 500%.- Led organizational capability improvement initiatives for Global Sourcing. Working with the Global Purchasing Officer and direct staff led multiple improvement projects to build global purchasing capability. Developed Sourcing Manager Guide, process dashboards, reporting analytics, introduced RACI and SLA’s, system procurement and design, new and improved process flows, dramatic expansion of template usage, introduction of eSignature, and processes for new vendor governance capability. Project identified over 30% reduction in procurement cycle time, and cost avoidance in utilizing same number of staff for increased deal volume. - Co led development of AIG Lean Operations method. Led first AIG projects to successfully utilize tools and deliver significant business results. - Managed staff

- Led Business Process Management for the Americas. Program manager for 9 project streams. Responsible for multiple platforms, all new product platform and user interface development, and retiring legacy systems.- Led projects to improve over 35 cross divisional business processes reducing defect rates below measurement system capability, reducing cycle times over 80% and provided complete traceability- Introduced and rolled out first electronic signature solution to Credit Suisse overcoming significant organizational resistance. Reduced cycle time for account opening process by over 70%- Managed team

- Launched Quality Assurance deployment for Division. Hired Black Belts, developed and delivered training for senior executives, project teams, Black Belts, Green Belts and organizational awareness. Managed team of 18.- Oversaw execution of key projects over entire organization. Led efforts to identify and rank critical organizational projects. In 14 projects reduced cycle time, reduced costs by over $5.5 million, improved cross functional business processes, added business critical functionality, and reduced error rates.- Drove business strategy down layers of the organization using a Balanced Scorecard approach. Created group strategies, identified key metrics to drive strategy, and drove process through organization.- Developed and rolled out Lean Merrill Lynch Lean curriculum. Led team to develop new curriculum, spoke as key note speaker at firm wide Six Sigma conference, and lead all Lean classes during tenure.

- Led cross-functional operational transactional Lean event for Commercial Operations group involving over 80 people, including an outside customer. Teams reduced cycle time due to non standard inputs 33%, moved five business processes from email and phone to enforced workflows, implemented operational dashboards to improve capacity, reduced information batching 50%, and formed new customer partnership and partnership plan. Project presented to GE CEO in January 2006.- Co led cross-functional Lean event across Sales and Operations groups. Reduced propose / contract cycle time 60%, decreased program change cycle time 50%, reduced customer allocation cycle time 65% and decreased day of air changes by 94%. Implemented visual management dashboard, and leverage enforced workflow product to improve internal processes. Results presented to GE CEO in January 2006.- Leveraged Six Sigma tools to create and implemented a quality program for commercial operations. This department is responsible for over $5.18 billion in ad sales revenue and greater than 1.6 million commercials spots over 13 network streams. Created defect analysis tools, tracking tools, initiated and drove over 30 corrective actions and process improvement projects, rolled data into dashboard.- Led section of business process redesign for a larger project merging multiple cable channels to new facility. Achieved goal of multi-million dollar synergies.- Managed interns and their projects; examined liability valuation, began creation of operations dashboard, studied operation capacity and utilization and created departmental training program.

- Project manager and technical leader for materials product development and implementation in areas of expertise. Led multiple teams utilizing internal and external resources to develop new or improved materials for all Duracell alkaline batteries, worldwide. - Projects required multiple phase production trials in all five Duracell alkaline manufacturing locations, which resulted in multiple worldwide implementations delivering cost reduction and enhanced performance solutions.- Provided technical leadership related to materials for manufacturing locations, purchasing groups and business management teams. - Provided project management and technical leadership to new vendor qualification teams, including low cost region suppliers, resulting in performance enhancements, cost reductions and / or quality improvements. Projects include advanced technical requirements, complex pricing agreements, strategic geographic sourcing planning, communication to senior management and technical problem solving. - Drove and participated in Rapid Improvement / Lean Manufacturing projects in manufacturing locations. Projects include value stream mapping, push pull, and best practices tools.- Technical responsibility for material specifications including developing new, and making changes to technical material specifications. - Material Technical Leader to Duracell Top Ten Quality Teams. - Member of Duracell safety team. Conducted audits, set goals and developed safety plans. - Managed staff. - Conducted quality audits of key worldwide suppliers.

- Managed multiple developments for new polymer products and existing product improvements spanning inception, theoretical work, experimentation, data evaluation, and production scale up.- Utilized Six Sigma tools to drive development and coordinated production process improvements to increase yield for coating product. Identified key process parameters, determined action list and coordinated in-house assets and contractors to increase yield while minimally impacting operations. - Researched, organized and oversaw large capital expenditures for lab and plant equipment, and software. - Created, improved and updated multiple procedures. Reorganized all procedures into electronic database linking procedures with reports and data logs. - Coordinated new procedure development for new and existing product quality control.