Danielle Mellado Email & Phone Number

Morrison, Co, Us

Lead Tait Americas business operations, managing the transformation of key processes to align with our new distribution model in the US, Canada and Puerto Rico. Oversee Logistics, repair, field services, project management and customer support teams.

Led Tait Communications' transition of their North American operations into a Distribution model to grow their footprint, accelerate revenue, and reach more of the Utility and Public Safety sector with their highly regarded, mission critical wireless communications solutions.

- Led Avaya's mid market cloud offers, focusing on ensuring we have a complete offer from a surround perspective. - Directed product requirements, solution definition, and business requirements to flawlessly support the transition of our partners and end customer community to realize the benefits of cloud technology. - Revised the strategy for Avaya’s Midmarket Cloud offering, bringing a Telephony and Contact Center solution to the cloud, eliminating barriers to market such as cloud-inappropriate price points, inconsistent reseller certification requirements, and product complexities- Led the cross-functional team bringing the solution to market through a course-correction to better meet market needs- Provided a bridge between top executives and the cross-functional team to ensure alignment and fact-based decision making

Colorado

- Promoted to Director in June 2015 within the same role as recognition of the scope of my responsibilities and success in transitioning Avaya’s M&A process from business-unit led integration practices to a consolidated “center of excellence” approach with all activities coordinated out of Corporate Development to improve repeatability and success- Authored content and coordinated input from functional team leads for the Avaya M&A Playbook for post-close activities, capturing improvements with each lesson learned and facilitating training of new project team members with each project- Directed the integration of 10 acquisitions and 3 divestitures ranging in value from $1M to $140M and up to 250 employees per target, 6 of which included international entities and employees- Led integration planning and interlock between 12+ cross-functional organizations with up to 40 team members to deliver on the committed M&A business case, keeping integration activities within allotted integration budget and timelines while meeting integration objectives and reducing cross-functional misalignment- Facilitated due diligence activities for more than 15 potential transactions worth up to $250M each, coordinating cross-functional analysis and reporting to establish valuation of target corporations and to rigorously inspect and refine business case assumptions- Improved visibility of acquisition progress and risks by standardizing reporting to the CEO and Executive Committee - Standardized reporting and deal tracking from within functional teams into the M&A IMO, rolling up functional team program schedules and ensuring decisions made were congruent with integration objectives resulting in fewer misalignments, ensuring the extended team members maintained the “big picture” perspective while managing intricate details of program execution

- Authored content and coordinated input from functional team leads for the Avaya M&A Playbook for post-close activities, capturing improvements with each lesson learned and facilitating training of new project team members with each project- Directed the integration of 10 acquisitions and 3 divestitures ranging in value from $1M to $140M and up to 250 employees per target, 6 of which included international entities and employees- Led integration planning and interlock between 12+ cross-functional organizations with up to 40 team members to deliver on the committed M&A business case, keeping integration activities within allotted integration budget and timelines while meeting integration objectives and reducing cross-functional misalignment- Facilitated due diligence activities for more than 15 potential transactions worth up to $250M each, coordinating cross-functional analysis and reporting to establish valuation of target corporations and to rigorously inspect and refine business case assumptions- Improved visibility of acquisition progress and risks by standardizing reporting to the CEO and Executive Committee - Standardized reporting and deal tracking from within functional teams into the M&A IMO, rolling up functional team program schedules and ensuring decisions made were congruent with integration objectives resulting in fewer misalignments, ensuring the extended team members maintained the “big picture” perspective while managing intricate details of program execution

- Directed a Program Management Office (PMO) of five team members for the Unified Communications division within Avaya, which was responsible for one-third of the corporation’s revenue and two-thirds of the company’s new product introductions- Successfully led PMO and core teams through transitions in leadership as well as corporate and business unit processes while keeping focus on product delivery and meeting the customer needs- Consolidated product teams to maximize resources, enabling a team of five program managers to support the work previously performed by seven program managers- Drove consistency into weekly executive-level reporting, providing a better comparison across programs/portfolios, coordinating input from team members and highlighting critical schedule, content or budget issues requiring executive attention- Partnered with cross-functional leaders to improve processes and to remove barriers for product teams to approach product realization with a business perspective rather than a checklist approach

- Directed the integration of a $140M acquisition with 100 employees in Cardiff, Whales- Led integration planning and interlock between 12+ cross-functional organizations with up to 40 team members to deliver on the committed M&A business case, keeping integration activities within allotted integration budget and timelines while meeting integration objectives and reducing cross-functional misalignment

- Managed a team of 8+ cross-functional leaders for the realization of new products of up to $17M in expenses with projected gross revenue of $200M, delivering over 15 programs to the market, each within 2 months of the targeted delivery date- Key contributor and leader during the formation of a Program Management Office (PMO), developing best practices to create an effective, results-driven team recognized within Avaya as the model in PMOs- Developed SharePoint collaboration sites that were replicated company-wide to manage program schedules and keep extended teams informed of changes- Championed and guided product teams through three major structure, organizational and process changes, resulting in more efficient adoption of new structures and policies, increasing acceptance of each change- Prepared product realization teams for ISO audits, resulting in zero non-conformances

- Developed in-circuit and functional tests for the Merlin Legend product while providing engineering leadership to manufacturing technicians, maintaining in-circuit test yields exceeding 90%- Led a team of test engineers through hardware preparation measures for the implementation of SAP, mentored and trained shop floor associates to enable production quantities to reach 100% of pre-SAP levels approximately 2 weeks after the SAP factory cutover- Contributed to cost reduction efforts for the Merlin product line exceeding $1M in cost savings during the first year

Emba, Business

Bs, Electrical And Computer Engineering