I led the development and execution of our go-to-market strategy and P&L across a portfolio of 500+ of Cisco’s strategic Enterprise clients, accounting for an $9B USD in annual product, software and services revenue. My dynamic global team of 2,000 individuals, both direct and extended, concentrate on driving digital transformation, enhancing operational efficiency, fostering smooth partner collaboration, and maximizing customer value.My team operate as trusted consultants, aiding our customers in speeding up their innovation, augmenting their network value, and modernizing their business models. This is achieved through SaaS, subscription, automation, security, and analytics across private, hybrid, and multi-cloud settings.

As Vice President for Cisco’s East Area, I led the business operations of a $3B global portfolio for East headquartered customers across several verticals with a global remit. Leading a team of ~350 professionals, the focus is the development of joint business cases that leverage information technology to create efficiencies and new revenue streams, mitigate risks and enhance customer intimacy.This methodology has resulted in three years of double digit growth.

As Managing Director for Cisco’s largest global enterprise clients, I led the business operations of a $1B global portfolio. Drawing on my experience with Cisco’s Smart+Connected Communities, the focus is on enabling our global team to build business cases that leverage information technology to create efficiencies and new revenue streams, mitigate risks and enhance customer intimacy.Creating offerings that will drive economic value for our customers is key to growing our business, and challenging the team to think about how our customers buy from us and the business outcomes our services provide is critical.Running a global enterprise means I’m always looking to find, empower and manage talent who can build trust and credibility with our customers as well as find and scale new market opportunities. I set and share the vision of where we’re going, but I tell my teams that how they get there is up to them. I think that at the end of the day, success is part mindset, part hard work, and maybe a little luck.

I held two key roles in Cisco’s Smart+Connected Communities (S+CC) practice focused on intelligent urbanization. I first led a global team of business development, sales, engineering, and consulting teams in securing joint structures and agreements to implement technology solutions for global mega-development projects and Smart City digitization solutions throughout South Korea, China, Brazil, Canada, and Mexico.I mobilized global teams to negotiate, implement, and manage Cisco’s Information Communication and Technology solutions, which represented a $400MM portfolio, and which we grew consistently by 30% annually.Embracing a larger role, I took on responsibilities for the entire S+CC Americas practice, where I led teams in Latin America, Canada, and the United States in assembling, orchestrating and mobilizing subject matter experts to negotiate, implement and manage Cisco’s S+CC solutions and software platform for the intelligent urbanization of cities. Teaching this culturally and functionally diverse team how to sell differently, create budgets, mitigate risk, and ways to incubate systems allowed us to grow a $500MM+ portfolio consistently 50%+ year over year, and close several multi-year Smart City projects in Kansas City, Miami, Washington, D.C., Atlanta, Chicago, Rio de Janeiro, Toronto, and 25 other cities in the Americas.

Serving as the primary interface with Morgan Stanley leadership, I also managed a global team of 25 professionals to increase client intimacy and improve Cisco’s long-term focus on the client’s business. I led the development of strategic initiatives designed to transform business and information technology processes, growing the portfolio 20-30% year over year to $50MM annually.As the general manager for the strategic global relationship between the two firms, I was responsible for the total portfolio and profit contribution of multiple functions. I created a new operations model to promote shared risk between the two firms to ensure consistent alignment, and I implemented business intelligent metrics around client intimacy, client profitability, and revenue growth.

During my tenure as global manager of a team of 50 sales, service, and engineering personnel covering six global financial services firms – Bloomberg, Deutsche Bank, Goldman Sachs, Merrill Lynch, Morgan Stanley and Reuters – I grew the portfolio of technology and services 40% year over year to $250MM.I also participated in a select leadership group to develop new strategy and business development approaches now used globally for Cisco’s enterprise account management group.

With over a decade of financial services sales leadership experience under my belt, I transitioned to a senior global sales executive role, leading global engagement strategy for Morgan Stanley.I achieved the top global sales award in 2003 for doubling the portfolio in just 12 months. I also established business development processes with key stakeholders to drive Cisco acquisitions of Actona, Airespace, and Topspin.

Moving into a global sales executive role, I led sales teams for the capital markets line of business, developed global business relationships, and ensured global team alignment to JP Morgan Chase’s business imperatives. During my 3 years in this role, I managed a consulting partnership with Bearing Point to create a 50% portfolio growth of $100MM.

I’m able to adapt to any situation and make lemonade out of lemons. As a sales executive leading sales team coverage for the New York Stock Exchange, I helped build new business processes with Cisco. I facilitated a CEO engagement model between two firms, resulting in a new business venture, and I negotiated and established a service provider operating entity for the Exchange’s member firms.

I was brought on specifically to bring structure and create repeatable methodology for client satisfaction and consistent revenue streams for this full-service IT consulting company, which was in its start-up phase. I led sales and marketing go-to-market strategies as well as targeted market segments and resource requirements, ensuring attainment of the business plan for growth and profit.I moved into a director role, where I developed the financial services consulting and software practice with oversight responsibilities for staffing and partnership agreements for 600 employees in 8 regional offices in the U.S. and Europe, growing the financial services practices to a $45MM portfolio.Having grown substantially to a $100MM firm, LANSystems was acquired by Donnelly Business Services, Inc., and as a member of the acquisition team, I was actively involved in the newly formed entity’s IPO road show.

I have a background in engineering, and engineers solve problems. For this start-up venture providing management consulting for businesses primarily focused on the U.S. government, that’s what we did. As a member of the consulting practice team, I created system, staffing, and procedural requirements, and conducted statistical and quantitative, system, economic, and financial analyses for the A-76 bid process for various departments in the U.S. government.