The Customer Experience program at the University of Houston, Bauer College of Business is both an online class and a 4-day immersion program where you apply principles and techniques that drive Customer Experience innovation. Customer Experience experts and professional instructors work with the students to apply principles and techniques that drive CX innovation in today’s challenging work environment. Corporate engagement has been critical to the success of the program and our mission which is to drive ROI within organizations. We engage executives with the program in a number of different ways including sitting on an expert panel, presenting a case study, mentoring an executive, sharing a thought leadership piece, leading discussion groups, sitting on the Advisory Panel for the program, and many more. Executive participation ensures that our materials are up to date and enhances the curriculum for the overall program.

During my time at Cumberland I also worked very closely with Cisco and Tech Data to begin creating a Customer Success methodology. I was able to create new processes to incorporate aspects of customer success into the Collaboration groups sales, pre-sales, delivery and post sales adoption work. The use of this customer success methodology allowed the Collaboration team to ensure that our customers realized the value from the solutions that Cumberland provided.

My reason for being recruited to Cumberland was to create a project management team and incorporate a project management methodology. • Designed and implemented program/project management methodologies using a hybrid approach of traditional project management, incorporating the agility and flexibility found in Agile that increased project velocity improving overall customer satisfaction as well as expanding company revenue. • Worked with the practice directors to create “Micro-Teams” incorporating technical program/project managers within each technical discipline, allowing the program/project managers to gain additional insight into the specific technology. This allowed the program/project manager the ability to operate closer and more efficiently with the team cutting unnecessary administrative task from the engineering team thereby reducing overhead and saving cost. • Conducted quarterly reviews of the currently methodology with the project managers to identify areas for improvement. Using continuous improvement, the PM team was able to quickly redefine non-productive or obsolete process with the objective of streamlining projects. • Supervised a team of project managers, analysts, and cross-departmental engineers to ensure projects were delivered at the highest levels of specifications, budgets, and timelines by removing roadblocks and filling communications gaps.• Provided mentoring, guidance, and training to the project management team.• Recruit, interview and hire project managers

Working as the Collaborations Team Sr. Program Manager I was able to participate in the pre-sales activities, reviewing and updating scopes of work. Working with the Collaborations team in the preparation and completion of projects using a hybrid project management methodology that improved the teams effectiveness, increased customer satisfaction and show and increase in project velocity.

As Senior Project Manager for Presidio, I was responsible for all phases of projects from obtaining requirements to roll out, while maintaining budget, communications, and objectives of the overall project. I managed teams of engineers, involved in multiple and varied technologies, to delivery highly complex projects.I also became the project/program manager that took over troubled projects to see them through to completion and mend customer relationships. * Once such project was the implementation of a large scale (10,000+) phone installation at a University Health and medical center. The implementation called for the team to use Cisco Unified Communications Manager to replace the existing PBX/Key system. The issue that the team ran into at the beginning of the project was that the information provided by the client about the current phone system was insufficient to complete the configuration of the new system. Because the way the scope was written this responsibility fell on the team but the project budget did not reflect the amount of work required in the project budget. Working with the team lead we created a new methodology to handle this project. We were able to cut cost and increase the speed at which certain task were completed. By using our new thought process we took a project that was estimated to come in at least $1,000,000.00 in the black and brought it in $300,000.00+ in the red.

At GDS I started as a project coordinator and quickly worked my way to Sr. Project Manager as well as Service Manager. During this time I worked directly with the Director of Operations to create the companies Project Management Office. Part of my responsibilities was to create the framework, documentation, and training roadmap for the project managers. As the organization grew so did my responsibilities. I created processes for fleet management for our field service vehicles. Was involved with the research and implementation of the ConnectWise software suite to run business operations. Using ConnectWise we could enhance the insight of the project managers to the sales pipeline, inside sales documentation and enhanced scheduling capabilities, which allowed the organization to complete projects faster increasing both customer satisfaction and project margin.

Work with team members on daily aircraft maintenance. Set training schedule, Quarterly evaluations, and promotion testingControl maintenance schedule for weapon systems on multiple aircraftDecorations, Medals, badges, citations and Campaign Ribbons Awarded or Authorized* AF Achievement Medal* AF Outstanding Unit Award* National defense service medal (Served Aug 90 to 15 Jun 93 in support of operations Desert Shield/Storm* AF Longevity Service Ribbon* NCO Professional Military Education Graduation Ribbon* AF Training Ribbon

Chemical warfare training and documentation for 4th Combat Engineering Battalion. Inventory, maintenance and distribution of chemical and biological warfare equipment for the Baltimore, Maryland reserve unit.