History of progressive IT leadership roles held with this provider of high-performance cloud-enabled interconnection solutions—operators of 27 data centers in 11 U.S. markets and suppliers of colocation services to over 1600 Enterprise and SMB clients. Initially responsible for two teams focused on optimizing revenue/cost of business operations and internal process maturity, prior to transition to higher-level leadership roles focused on overseeing data center operational excellence, client service delivery, and improving the customer experience.• Scope of leadership spans management of multiple teams including Business Operations, Continuous Improvement, Strategic Service Management, Data Center Operational Excellence, and Customer Support• Spearheaded an entire departmental overhaul, defining overarching objectives and strategy, leading organizational development and change management efforts, redefining roles/responsibilities and reporting structures, developing new career paths, enhancing the employee onboarding program, and defining specific operational and personal KPI/OKR targets• Managed all customer-facing aspects of the CoreSite/AMT integration, training 50 staff in new work methods and onboarding 400 new customers to the new suite of CoreSite processes, policies, services, and support resources -- ensuring minimal disruption to operations and improvement of the customer experience • Implemented a new “customer health check” program to proactively track and manage CoreSite’s largest and most complex strategic clients to mitigate risk and improve the client experience• Collaborated with marketing, sales, operations, and IT to revamp/enhance the company's “voice of the customer” efforts; key changes included the design of improved surveys, development of new customer touchpoints and implementing enhanced analysis and reporting capabilities

• Performed a complete analysis and overhaul of the company's remote hands service offering—driving improvements to pricing and service delivery, streamlining processes across all sites, and improving metrics and reporting in a manner that increased revenue• Overhauled CoreSite’s service delivery process, improving target date attainment for deployments, reducing service delivery time, and boosting customer satisfaction• Led data analysis of data center operations’ maintenance program to establish “gold standard” objectives for all maintenance activities• Drove key improvement initiatives within the Data Center Operations (DCO) department to realize operational excellence objectives through project/program management, data analysis, technical program management and process optimization

Initially responsible for two independent teams focused on optimizing revenue and cost, increasing efficiency and effectiveness of business operations, improving decision making capabilities, and improving the customer experience. • Drove key improvement initiatives within the Data Center Operations (DCO) department to realize operational excellence objectives through project/program management, data analysis, technical program management and process optimization

Initially hired as Regional Manager, Implementation Engineering and promoted to director-level role overseeing multiple, multi-site teams (both remote and global) in the execution of continuous improvement initiatives for this $750M+ international provider of managed IT services—with an emphasis in the design and delivery of business continuity management strategies and disaster recovery solutions.• Led major upgrades to the company's reporting/analysis/business intelligence capabilities to enhance leadership decision-making and support additional business performance optimization functions• Reviewed corporate customer satisfaction surveys to identify ongoing issues, needs, and challenges—translating these findings into new service offerings and customer-centric product improvements• Redesigned the firm's problem management process and augmented root cause analysis methodology with TapRoot software to deliver more consistent, categorical, and manageable results• Developed and rolled out a comprehensive, department-wide onboarding program that resulted in far greater consistency and a >50% decrease in time for new employees to reach full productivity• Re-engineered the expedite approval process, reducing approval times by 70%, in addition to improving overall team delivery times by >40% through effective staff mentoring, training, and management

Held multiple key technical leadership roles (Director, IT Change & Release Management; Director, IT Process; Director, IT Shared Services; Senior IT Business Process Manager) within this technology-centric adult education company. Worked in an environment of rapid growth and constant change—managing teams of up to 20 personnel in size, reporting to the senior leadership team, and applying IT process improvement expertise to drive dramatic gains to operational quality, scalability, and efficiency.• Built an IT Shared Services org from the ground up to provide support within a 400-person department including Customer Support, Internal Project and Program management (PMO), Process and Compliance, Datacenter Operations, 3rd Party Application Tools, and Training and Professional Development• Following the above achievement, built a more comprehensive IT Process organization from the ground up supporting these same 400 IT professionals, incorporating services across the entire delivery process lifecycle: Analysis & Design, Development & Documentation, Measurement and Quality Assurance (QA), Management/Maintenance, and Change and Release Management• Held full ownership of the Change Management (CM) process within the organization, ensuring mature governance and seamless execution of over 900 changes monthly across the entire IT organization• Instituted a new Technical Change Advisory Board that successfully reduced change-related outages to the server environment by 39% in the first month alone• Consolidated 2 customer support centers into a unified help desk function that served more than 15,000 internal and 300,000 external users—improved CSAT scores from 82% to 94%, decreased MTTR by 22%, increased FCR from 38 to 61% and achieved headcount savings of ~$450K/year

Managed billing, credit approval, and other key support tasks for 60+ business customers of this commercial energy management firm, in addition to leading new software selection/implementation projects.• Mapped and documented all processes in the billing and accounting departments, developed system requirements for the implementation of a new billing system, and analyzed/improved/documented the entire invoicing and tax process for reuse by other team members

Led a team of 8 QA Engineers in maximizing all aspects of day-to-day product quality and delivering against all specified business requirements to ensure customer satisfaction. Activities included managing several multi-million dollar, multi-month product lifecycle projects.• Drove key process improvements and automation in the areas of release management, requirements traceability, and defect tracking—resulting in 75% cost savings improvement, as well as a 42% decrease in build rejection• Established superior trusted working relationships with other internal departments (e.g. Development, Product Management, Professional Services Organization (PSO), Configuration Management) to facilitate smooth IT operations and ensure project completion within targeted time and budget parameters

Acted in many different roles in all phases of the software development lifecycle during given Customer Care and Billing (CCB) implementation and support engagements for large, wireless communication clients in England, Belgium, and Poland. • Roles included extensive work in project/program management, business process mapping, requirements definition/refinement, requirements validation (testing), business process improvement consulting, and functional management• All projects were managed in compliance with ISO 9001 standards