• Direct all human capital planning and strategy affecting 110 employees of JD Edwards’ $20M enterprise resource planning consultancy, with responsibility for leading tech managed services, consulting, and PMO while driving improvements for all customer operations and strategic investments in technology • Increased consulting revenue by 30% by revamping project management and presales processes company-wide to use fixed bid projects and enhanced methodology, and by improving billing and time systems to more accurately assess project profitability• Implemented a new recruiting process including structured interviews and active recruiting to enhance applicant pool quality and vet candidates more thoroughly, driving the hire of more than 20 top-tier individuals to match 15% annual company growth while reducing new hire turnover by 66%• Decreased case routing by 95% and technical questions by 40% by leading the implementation of a new ServiceNow IT operations module allowing for faster resolution of complex issues and enhancing the onboarding process for a $1.5M client with multiple, complicated services• Shifted from a local talent pool to a “best talent in the world” global staffing strategy to meet a 70% increase in consulting engagements while adding only 20% to costs, with responsibility for implementing a global employee of record (EOR) model and coordinating all projects and associated legal paperwork• Implemented weekly key performance indicator reporting for the executive team to monitor sales forecasts and service delivery status, enabling earlier decision making to adjust staffing due to changing sales data, and allowing faster identification of issues in service deliver and problems in current projects• Oversaw the implementation of new human capital systems to provide a single source of truth for employee records and an employee learning platform, removing six ad hoc processes while enabling four learning tracks

• Managed 40+ technical analysts and application consultants in providing comprehensive customer success services to more than 50 clients representing $7M in annual billing, improving customer satisfaction scores from 8.5 to 9.8/10 during tenure while maintaining an employee NPS of 68% compared to a 26% industry average• Developed a strategy to ensure a $150M client’s compliance with complex new FDA requirements, including enhanced materials traceability, and led a team of developers and supply chain analysts in the remediation of the client’s self-modification of JD Edwards’ product to salvage changes and add missing functionality • Directed the launch of JD Edwards’ application managed services offering, currently a $675k annual revenue stream across 18 clients, with responsibility for recruiting and leading a team of six functional consultants, developers, and leaders, building all operations, and overseeing all aspects of the client onboarding process• Streamlined six disparate teams into one integrated managed services team and reformed the organization’s culture to enhance cooperation, increasing employee retention by 10% and customer retention by 5%• Wrote and presented a business case and strategy for updating a pharmaceutical client’s out-of-date, highly customized solution, receiving approval from IT leadership and board of directors after an extensive research and analysis engagement• Achieved 99% compliance on patching and antivirus coverage and reduced customer risk of viruses and ransomware attacks by establishing a five-member systems administration team

• Managed 15 SAP enterprise resource projects for the world’s largest eyewear conglomerate with more than 7,000 retail locations worldwide, with responsibility for a team of 16 staff and consultants, including offshore project teams in China and India• Assembled and led a 20-member team in aligning all new business processes related to internal insurance financial systems after three previous failed attempts, delivering on time with minimal rework and producing a 25% decrease in processing expenses while simplifying workflows between business units• Lowered processing time for online sales by 90% while streamlining the delivery of sales reports to upper management by building new architecture to contain online sales in a central reporting location• Ensured go-live for a major point-of-sale project by identifying and resolving more than 20 bugs in the new system and correcting thousands of transactions, reducing percent of erred transactions from 98% to 1%