Taking ownership for driving resolution of critical customer issues.Leading cross-functional and geographically dispersed teams in the development and execution of action plans to address critical situations.Effectively communicating critical issue status to executive staff, working teamsand the customer.Identifying systemic issues related to products and/or processes and drive actionsto prevent future problems.Maintaining a solid understanding of current products and their business applications.Working closely with customers to understand their pain points and keep them abreast of resolution progress.

Responsible for managing the highest level of escalations in the company. I specialize in resolving issues for customers when all normal support & escalations fail to do so. Specialize in taking a holistic view of the technical and non-technical issues affecting the customer and finding a solution that helps the customer and helps Cohesity.Lead over 100 engagements some last weeks, some lasting many months. Resulting in ~$60M in new revenue and protection of ~$116m in revenue.Developed a CAP lessons learned process and have developed over fifty problem statements and possible resolutions. Developed our methodology for responding to customer ransomware events and have led the response in over 25 engagements.

After 24 rewarding years at Cisco in Channels, Enterprise Sales and Customer Experience I have taken an early retirement package.I am looking for my next role and open to considering many options.

Lead team of 50 on strategy and execution while bridging Customer Experience and Service Readiness Engineering teams, including conducting business reviews and driving joint priority management. Partner on product launches (up to 800 annual projects) and enable revenue opportunities by ensuring Technical Assurance Center and Global Service Logistics are aligned to support go-to-market strategies (products, services).Drive cross-functional collaboration (e.g., account management, security operations, customer listening) to elevate Customer Experience levels, balancing best outcomes for Cisco and customers. Guide focus on metrics/KPI to improve product serviceability and reduce service requests/RMAs, impacting ~$12M in quarterly costs. Structure team to proactively manage issue resolution (e.g., field notices, product replacement) while controlling $500M+ warranty reserve budget; led cross-functional initiative to overhaul warranty program. Institute processes to deliver actionable data insights to product teams, enabling improvement programs; sparked changes resulting in 5-year low expense/revenue ratio on warranties.Create financial models, dashboards, and data visualizations (Tableau) to deepen vision into costs behind product management and quality; identified top cost drivers and areas for improvement.

Led global team to resolve company’s largest-ever component quality issue (industry-wide) that caused thousands of escalations; managed response within financial guidelines while not losing customer-focus. Orchestrated wholistic response covering 7.5M products, helping customers manage risk; oversaw $655M warranty reserve budget and established reserve management model that captured $40M annual savings. Devised and deployed situation room framework, adopted for ongoing quality issues as a best practice and saving ~$300M; streamlined communication on strategy/status across teams and levels (up to CEO).

Managed a Lessons Learned team in the Continuous Improvement organization, focused on uncovering and fixing systemic issues; directed closed-loop follow-up process to drive accountability, change, and results.Led High Availability Metrics Program, consulting customers to measure network and service availability; helped customers optimize improvement efforts and understand value of purchased solutions.Managed team in charge of analyzing customer service escalations then ideating process improvements and product enhancements to mitigate risks and issues for customers and Cisco.

Headed resolution of complex customer satisfaction issues, including 8 onsite engagements; represented the voice of the customer (VOC) while championing successful product deployments. Collaboratively established the Technology Assurance Group, driving readiness of product offers by aligning cross-functional support (Engineering, Product Management, Marketing, Sales, Solution Delivery).Guided and coached team on project management and long-term engagements with customers while serving as the primary client interface for technology products and services; leveraged ITIL v2 and ITIL v3 training.

Second level manager for Ohio Valley Enterprise Sales Operation. Responsible for the development and technical readiness of four sales regions. Managed two Consulting Engineers, four SE Managers, their 30 Systems Engineers across two states.Focused on creating non-subjective means to manage performance of systems engineering staff. Drove an initiative to get engineers Cisco certified through all levels from CCNA to CCIE. This resulted in the attainment of several dozens of certifications over a two year period. This dramatically helped me defend the readiness of my team and value of the resources, when cost cutting cycles came.While not a great time at Cisco, a learning experience for me was being the Site Leader for the Cleveland OH sales office during the layoffs of 2001. Responsible for the communication at the site during the period and messaging both to employees who were cut from Cisco and also those who were remaining.

One of a handful of Channel SEs that first brought Cisco products to market through two-tier distribution... Focused on building partner readiness programs, training and seminars to drive both readiness, but also mind-share with the partner community.Was the first Channel SE to achieve CCIE certification in 1997. Drove a key initiative to establish online CCNP/CCIE practice labs for the partners in the Midwest area to assist them in achieving Cisco certification status. These early online systems allowed for thousands of hours of practice time to partner SEs.

Moved to Xyplex to relocate from the Washington DC area to the Midwest. Joined Xyplex as a sales engineer supporting OH, WV and Western PA. Primarily supported key higher education customers in OH and KY that had DEC environments.Also worked as a trainer for Xyplex, providing several different end-user classes out of our facilities in Chicago IL. Really enjoyed working at Xyplex, and had one of the best managers of my career there.

Joined Riverbend as a systems engineer focused on transition of companies from Novell 2.x to 3.x. While there supported the training division by obtaining my CNI (Certified Novell Instructor) specializing in Netware for SAA.Also received my Enterprise CNE certification.

First job after being discharged from the Navy. Entered the company to focus on Quality assurance, but tripped into computer networking. Worked the majority of my time there as a Novell Administrator on a large project for the General Services Administration. Trained for and received my Novell CNE (Certified Network Engineer) while at Advance.

Entered the Navy directly out of high school after being selected for the Navy's Nuclear Power program. After two-years of education and certification in mechanical, electrical and reactor theory and operation was selected as an instructor at the US Navy prototype units in Balston Spa NY. Performed duties as an instructor on a land-base nuclear power plant for two-years.Deployed to the USS Bergall SSN-667 for the last two-years of my enlistment. Promoted to first class petty officer (E-6) after 5.5 years of service. Qualified in all engineering mechanical watch stations and lead efforts for preventative maintenance in the engineering spaces.Received an honorable discharge in October 1990.