Managed multiple high performing service delivery teams responsible for the company’s top enterprise accounts. Primary point of contact for client executives, directors, and various stakeholders. Strategically led the teams through challenging scenarios, while continually growing the accounts through service excellence. Collaborated with multiple internal and external partners to efficiently ensure that both strategic and tactical initiatives exceeded expectations, while fostering strong financial stewardship. Consistently managed an operational budget of $85M+ while maintaining top tier client and employee satisfaction scores.• Created and implemented an employee satisfaction plan that reduced attrition by 79%.• Established a service delivery model that enabled the team to outperform previous client vendors, facilitating 300% in organic revenue growth from $8M to $32M in 12 months.• Launched a professional development plan enabling, and motivating employees to enhance their capabilities along with their contribution to the company regardless of their position.• Executed a new staffing model that optimized the use of specific skillsets in order to more efficiently scale the service delivery team, as client engagements grew.

Responsible for setting account wide standards and policies. Mentored Engagement Managers while working closely with multiple departments and stake holders. Developed new performance metrics, analytic strategies, and reporting methods. Ensured consistent service delivery across multiple client engagements. • Established standards for the position as the company’s first program-portfolio manager.• Spearheaded the creation of a program-portfolio manager community of practice where I mentored new program-portfolio managers.• Developed and published the company’s first program playbook, ensuring standard operational methodologies across over 15 client engagements with a total operational budget of $66M+ per year.• Created and taught a metrics and analytics course that became the company-wide standard.

Managed all operational aspects of client engagements, ensuring that contractual obligations were met. Maintained open communication with clients to manage expectations effectively, while overseeing and guiding a team of consultants to deliver optimal results. Implemented automated processes to significantly increase efficiency of operations while developing advanced reporting, providing the client with unprecedented insight into the operations of their business.• Established a trusted advisor relationship with client leading to an engagement growth of over 1000%, increasing yearly revenue from $1.7M to over $20M, while achieving a 98% contacted workforce market share.• Decreased engagement attrition to less than 5%.• Developed and implemented regional hiring strategy, reducing travel expenses by 50%.• Increased financial validation efficiency by 95% through process refinement.

Responsible for the strategic direction and investments of clients’ IT environments - Create strategic roadmaps ensuring future IT investments align with company business goals- Lead quarterly strategic business review meetings ensuring company is on-track with strategic roadmap- Grow and maintain strategic relationships with executive management, partners, and IT personnel- Lead team that creates, reviews, updates, and implements best practices model for IT infrastructures- Manage escalations of IT related business issues and work with team to create and implement solutions- Establish standard processes related to communications, strategic analysis, and partner engagement

As the Remote Networks Lead, Global Telecommunications (2015 – present), I spearheaded new remote office solution for small offices and executive homes.- Created a first-year savings of $2,300,000 and a five-year forecasted savings of over $12,000,000- Interfaced directly with executive staff to identify business drivers and technical requirements- Created business model for dealership service offerings- Managed implementation of new partner remote access solutionAs the Firewall Traceability and Analytics Lead (contracted through INS Group, 2012 – 2014), I led team responsible for assessing existing firewall rule tracking practices, identifying gaps and areas of improvement.- Collaborated with cross-functional teams to establish new policies to expand visibility and accountability- Implemented policies to increase first-time success of firewall changes by over 40%- Increased visibility of application business justification of firewall rules from less than 10% to over 90%- Led compliance team through a successful third-party SOX audit of global firewall policies

As President (2015 – 2018), I was responsible for all business decisions, day-to-day operations, and strategic direction of the company. - Led rebranding effort, increasing brand recognition and marketability of company- Directed sales team to increase prospect acquisition rate by over 100%- Established strategic partnerships with key vendors- Established more efficient service delivery, facilitating significant growth without additional headcount - Implemented an expanded support model, resulting in a 50% increase in customer satisfaction As Vice President, Operations and Business Development (2014 – 2015), my span of responsibility expanded to include business development. Oversaw all sales and marketing efforts, while continuing to expand and cultivate new operational practices.- Restructured sales process to reduce sales cycle by 70%- Increased new-client close rate by over 200%- Created industry-specific service offerings, focusing on medical, financial, and manufacturing- Established value-based pricing model, increasing profit margin by 30%As the Director of Operations (2013 – 2014), I streamlined operations and implemented improved service delivery practices.- Identified areas of inefficiencies, unnecessary spending, and opportunities for increased profit margins - Eliminated unnecessary spending, reducing operational costs by over 30%- Shifted service delivery from product-based delivery to service-based delivery- Refocused relationship management practices by implementing new communication policies

Network Management Systems Lead (contracted through Epitec Group, 2009 – 2012), led internal team responsible for continued innovation of management systems, focusing on root cause analysis and event correlation.- Strategized with key departments to enhance enterprise management and expand service offerings- Collaborated with partners and vendors to deploy first-time customizations and integrations- Cultivated innovative approach to future proofing the enterprise management solutionEnterprise Management Architect (contracted through Reachview Technologies, LLC (2008 – 2009), team leader for group of consultants responsible for development and implementation of new enterprise and global datacenter management solution.- Designed new solution capable of proactively managing the enterprise network with lower headcount- Led implementation team, including timeline management, risk mitigation and problem resolution- Interfaced directly with internal customers to ensure business drivers were being addressed

Oversaw the insourcing of the enterprise management solution by leading the team tasked with designing and deploying new systems.- Completed insourcing effort on time and under budget through effective project management- Exceeded savings expectations enabling insourcing costs to be recovered in less than six months- Implemented a final solution with a five-year forecasted savings of over $6,000,000- Collaborated with multiple vendors and internal resources distributed across the United States- Enhanced service offerings to create an environment capable of accommodating future growth