• Directly responsible for $55M in annual service revenue, along with managing 12 associates• Responsible for implementing process improvements to gain efficiencies within the workforce• Prime focus on improving customer KPIs through change management & continuous improvement initiatives• Responsible for SOW review, renewal, management and compliance from RFP to end of term

• Contributed significantly in monthly growth of Billed Work Revenue from $3.5M to $5M in 18 months, along with having 4 direct reports: ---Implemented BW growth plans internally to reward top performing technicians ---Grew flex labor network to improve ability to handle bursts in calls• Vendor manager for $15M in Purchased Labor spend annually; primary point of contact for all major & secondary account teams to ensure customer satisfaction• Developed & implemented process improvement plans to reduce aging calls by over 25%• Directly responsible for 360 dedicated technicians, with influence over 2500 multipurpose resources

• Developed process improvement strategies to introduce remote management of proprietary software to contribute to a $5 million cost savings to Diebold.• Managed a team of 10 associates responsible for critical software management on ATMs of over 800 customers & 14,000 terminals via HP Radia application• Maintained deployment schedule for Campaign management & OS patch updates for Software Deployment team• Improved throughput of critical Deposit Automation application for Tier 1 customer to deliver < 60 second transaction post time during peak usage, improved from 3-6 hour delays

• Directly managed 21 associates to successfully drive transformation of Diebold field service organization from 16 regions to 4 regions, including complete restructuring of all service territories within regional boundaries• Conducted contingency planning exercise in preparation for mass retirement in 2013, including building out Sub-Contractor usage best practices resulting in $500K savings• Managed resource shift across US footprint to meet contractual requirements• Implemented standard best practices for requesting & scheduling of technician resources• Managed projects for national customers to ensure regular milestone completion

• Served as Team Leader for team of four & liaise between Area Vice President & colleagues• Successfully managed & implemented $1.5 million inventory transition from local Resource Advisors to Barrier Resource advisors utilizing Project Management methodologies• Prepared & presented status of Barrier operations managed by my team to all levels of organization, including senior leadership, at annual meetings• Participated in Six Sigma training classes & managed Six Sigma project to reduce overnight parts orders while improving customer response & completion rates• Managed large customer project touching over 5000 sites that generated $3 Million in revenue• Prepared & distributed performance metrics reporting for Barrier service operations; Improved tech productivity by 3% resulting in margin improvements

• Provided 3rd level software & server support for Oracle CRM, Oracle GRC & ClickSoftware• Valued member of implementation team for of HP Service Manager 7 ticketing application• Served as the Coach/Administrator on Knowledge Centered Support project• Prepared & reviewed Knowledge Management reports to provide management feedback/recommendations • Created responsibilities in Oracle R12 for Oracle deployment to meet Sarbanes-Oxley compliance• Acted as a liaison between Business & Development for mission critical applications, along with prepared reports via SQL Server 2008 & Oracle Discoverer

• Tested & supported Global Oracle functionality• Oversaw & implemented proper inventory management practices that adhered to corporate initiatives globally• Developed & maintained reports for management via Oracle Discoverer

• Analyzed & maintained inventories of technicians & remote warehouses in South Carolina• Monitored workload, call handling & territory assignments of first & second line CSE’s• Ensured customer satisfaction through daily conference calls & periodic site visits• Recovered $150,000 of previously mismanaged lost inventory• Implemented warehouse restructuring plan that saved SC business team $100,000 annually

• Promoted to level two support after 8 months of employment• Obtained knowledge of different aspects of business processes by working with associates from many different job classifications• Gained knowledge of multitude of IT applications: CICS, TSO, FACTS, WAS, Oracle, MS Windows, MS Office, Quintus