Daniel Miller Email & Phone Number

Columbus, Ohio Metropolitan Area

- Work as a trusted advisor to a customer's executive team, mentoring staff to support an organization’s strategy, goals and desired business outcomes- Develop and grow customer relationship at all levels- Optimize business results by driving best practices for program governance and architecture- Assist in measuring results and achieving strong technical adoption across a company's enterprise to help maximize business value and ensure successful enterprise service automation- Provide advice to customers on best practices & long term business strategy, define and articulate strategic program goals across the enterprise- Guide clients on proven practices for continual service improvement - Advise executive leadership teams to establish effective business organizational structures along with effective governance structure which is aligned to overall company strategy

Global

Worked across all accounts for HP to transform underperforming organizations, guide global reorganizations, and drive the implementation of automation tools into Global Service Desks, Field Services & Workplace divisions. Investigated industry trends and innovative systems/tools/processes and implemented productivity and efficiency solutions which are tailored to accounts.- Led teams of Executive Business Leaders to identify areas of inefficiency/inconsistency on over 400 accounts. Drove the implementation of automation tools across global delivery teams. Tools consisting of Avaya Interactive Chat, LogMeIn, End User Automation (Propel Portal), Self Service Password Reset, Infinite Knowledge Management System, etc.-  Led the Account Interaction work stream for a critical labor transformation program in the AMS region. In this role, worked with Account Delivery Executives, Account Executives, HP Executive leaders and HP Legal and Human Resource teams to review legal contracts and determine client contracts to be included in program. Performed contractual & HR analysis from a legal perspective and worked with accounts to take strategic business steps to reduce costs.- Developed industry-leading KPIs to measure impact of account-specific solutions and size to forecast savings associated- Led teams which interacted with account and delivery leadership, to identify pain points and develop improvement initiatives (process, tools, innovation, etc.) to maximize profit margins- Worked directly with executive leadership to identify strategic direction for consistent, high-margin, low-cost delivery teams

Global

Led global End User Field Services team for delivery of Workplace Services in 84 countries, and Delivery Management Office which directed and governed consistent delivery. Teams consisted of 4 regional directors and over 400 employees.- Implemented client satisfaction improvement opportunities and approach. This resulted in improving CSI SLA to the highest level in account history.- Restructured virtual EUFS leadership globally and implemented communications plan. This resulted in reducing client escalations and improved consistent global delivery for client.- Restructured Delivery Management Office into a team which managed and governed the global delivery of EUFS support for client. This resulted in improving all SLAs contractually obligated to client, improving training development of all EUFS resources globally, development of financial tracking tools, development of metrics and reporting tools, documentation of new support model approach, and developing & documenting globally consistent processes & procedures. All of the above positioned the EUFS support organization to achieve over 1.2m in cost reduction, improving Voice Of Client survey to a rating which references HP as a top provider in the industry.

Global

Global Metrics & Reporting Leader driving the Global Service Desk organization to high efficiency & productivity. Identified, developed, & implemented a standard metrics & reporting system to allow service delivery teams to manage the business in a consistent & high quality manner.- Led & mentored Workplace Delivery teams (Global Service Desk, Field Support, Asset Management, etc.) how to utilize measurements in an analytical manner, and make business decisions based on cost & quality drivers. This resulted in reducing down time for Client End-Users and increasing quality ratings. - Developed End-To-End (E2E) opportunities for Workplace Delivery teams to improve Service Level Agreement (SLA) metrics with various clients - Utilizing global industry standards and past performance experience, developed internal suite of global standard metrics, reports, & calculations which enabled delivery teams to maximize efficiency & high quality service.- Provided business guidance for technical development teams to create a standard tool used for account & regional dashboards. Use of this tool captured vital information from the Transition & Transformation phase of the sales cycle, and fed into a run-the-business information portal for use in efficiency and effectiveness decisions.

United States

Single point of contact for the Workplace Tower, leading the solution team to align HP’s offerings and services with client requirements. Design innovative, low-risk & sound technology solutions which meet and exceed client goals and objectives.- Provided leadership and guidance for a $900m contract spanning across the United States, and met government guidelines for Workplace which included Help Desk, Site Support, Messaging, and Asset Management- Acted as a subject matter expert for the Center of Expertise Team (CET) in the Workplace Tower. The CET team provided guidance to solution specialists to ensure an efficient and high quality solution was delivered to prospective clients.- Acted as Transition & Transformation (T&T) Liaison between USPS Strategic Sales Center and Workplace delivery teams to ensure minimal client impact was experienced

Plano, Tx

Provided leadership to global team to develop, implement, report metrics associated with delivery of services such as Service Desk, Field Support, Asset Management, Messaging & Collaboration, Active Directory, and Software Distribution. Identified, tracked, sized, and directed efficiency opportunities to streamline services across all accounts serviced by EDS. - Assisted in development of division’s first balanced scorecard program that strengthened executive decision-making by measuring financial, productivity, growth, and quality performance of top 400 accounts globally. Accounts represented 90% of $22 billion in annual revenue. - Developed reporting tools to produce operational metrics to CEO, CIO, COO, and all leadership levels to track current state, improvements, sizing of cost savings opportunities, and standardization - Created and implemented off-shore plans to migrate Service Delivery functions to best shored facilities - Utilized data collected to identify and implement projects/plans to drive consistent delivery models, processes, tools, etc. - Led global cost transparency program for Workplace Services organization to identify savings opportunities related to Service Desk, Field Support, Asset Management, Security, and Messaging & Collaboration

Indianapolis, Indiana Area

Directed global team to incorporate all merging & acquired companies into current infrastructure and service delivery model, for largest chemical company in the world.  - Transitioned global Field Support staff from current mode of operation (CMO) into the future mode of operation (FMO) consistent to standard delivery models - Initiated a system to prioritize, validate , and standardize new business opportunities within the guidelines of PM2 methodology for the Enterprise Program Office - Provided organizational leadership, project and account management to exceed business objectives for mega-deal account for all Field Support staff and leaders in over 60 countries

Indianapolis, Indiana Area

Directed and led organization to provide day-to-day operations and service activities for over 400 technicians, project managers, and leaders across the Midwest U.S. supporting 30 accounts, 800 sites, and 40,000 seats. - Restructured service delivery leadership across the Midwest U.S. which increased the manager to employee ratio from 12:1 to 40:1 - Instituted an incident management process based on key performance indicators, which reduced customer outages and improved up-time to 99.7% - Implemented a corporate business continuity and disaster recovery plan across multiple locations - Successfully mentored first-line leadership in preparation for leadership roles within the organization