I was hired to lead six customer-centric teams that encompass 50% of the IT department and City’s top priorities, including Public Safety, Enterprise Applications, Workday ERP, Accela/Amanda, GIS, and Water Applications. My efforts have increased productivity, reduced missed project deadlines, improved agile processes, strengthened security, and cleared out development backlogs. My purview includes managing six supervisors and 22 indirect reports.

I was promoted to this highly technical position, leveraging Agile practices and overseeing the success of over 60 customers and 14,000 remote assets by focusing development teams on critical customer needs. I managed nine direct reports, including customer account managers, data analysts, and interns, and collaborated internally and externally to close reliability and process gaps causing customers’ pain. During my tenure, I protected millions in annual recurring revenue, saved client relationships, and implemented analytics, process improvement, and project management best practices.

I was promoted to lead a six-person team to drive improvements to field service, suppliers, engineering, and productivity to enhance cost margin of long term service accounts. My achievements include reducing headcount by 75% (representing savings of $600K), raising reporting accuracy by 20%, and empowered account executives to secure million-dollar savings through analytics-based strategies.

I was promoted to ensure the reliability and availability of 1674 GE Locomotives by implementing system processes, work scopes, and field modifications to drive fleet-wide improvements. In this role, I developed and implemented a reliability strategy for shop quality leaders at major locomotive repair facilities; improved effectiveness of reporting across the account; and mitigated millions annually by directing quality team strategy for audits, process improvements, and local training.

I was promoted to develop local processes and work scopes to improve safety, locomotive reliability, and reduced cycle times; leverage detailed analysis of locomotive data to drive shop strategy; and implement data driven quality alerts to improve craft knowledge and experience.

I was promoted to provide leadership and the strategy for a workforce of ~120 union craft, management, and exempt employees as GE transitioned into full management of the Denver shop. I led my team to manage difficult relationships as GE Exempts replaced union supervisors; improved annual maintenance cycle times; and mentored technical directors and craft through career, interpersonal, and technical training.