Responsible for delivering a low latency, frictionless experience of Horizon Worlds regardless of device, geography, network, or user platform through the Cloud.

Helped Dell accelerate its managed services growth by building out a new managed services framework that became the new standard for how Dell expressed its services in the marketplace.As part of an incubator group to develop a managed services strategy that would reclaim work that Dell normally outsources. This project would help reframe Dell as more than a hardware company but as a cloud services company. My responsibility was to architect the framework for managed services, including:- Understood and partnered with teams to discover the geographic implications of building a Cloud.- Propose a $21m on-ramp that would introduce Dell as a managed services company by partnering with Fortune 500 companies wanting to move from legacy on-prem data centers to their own Private Managed Cloud.

• Led the effort to globalize and productize our Professional Services portfolio, including rolling out 25 new products. • Created a standard framework from which regional Rackspace organizations could express their own capabilities and develop new products.• Trained sales leaders on new ways to communicate our PS product lines.• Led cloud compliance initiatives for AWS, Azure, and GCP to ensure our Managed Cloud processes and service supported continued to be best-in-class.• Worked closely with product management, marketing, and engineering teams to roll out new products that could be sold and supported.• Technologies: AWS, Azure, GCP

• Product Development. Led a product team in the ongoing development and deployment of the HRIS system for 6,000 global Rackers. This included working with leaders in other technology areas to ensure the HRIS was meeting compliance with SOX and SOC2 and led projects to stabilize our HR processes. Technologies included Workday, iCIMS, cFactor, and Cornerstone OnDemand.• HR Compliance & Contracting. Partnered with internal audit and compliance departments to regularly review controls in HR, and kickoff projects to fix areas of non-compliance. I also was the point of contact for all queries for new products and professional services. This included working with HR to help them think through their requirements, drafting RFPs or critical requirements documents, and working with vendors to negotiate terms and pricing. • Managed the Global Shared Service Center. The Service Center is responsible for onboarding new Rackers including background checks, pre-boarding paperwork, and Welcome Home (first day orientation). Service Center is also the first tier of support for Rackspace. The team managed their workload using ServiceNow as a ticketing system to track volume and assign workloads.

Director of Systems EngineeringManaged a team of product managers and engineers responsible for developing and maintaining five internal products used by 1,000 employees. My role was to reorganize the department to improve efficiency in product delivery and to ensure that end-user experience was a priority.Senior PM for Systems Engineering (DC/New York)Led the technical implementation of the Affordable Care Act in New York the largest Health Care project in the United States.• Led the development of a web-based Java application for Call Center representatives for enrollment into New York's Managed Care program.• Managed technical team in Reston, VA and traveled bi-weekly to Albany, NY to meet with internal stakeholders and New York clients. We used the lean agile methodology for PM delivery.Director of Operations (Austin/San Antonio/Midland)Led the strategic goals of a 600-person operations center located in San Antonio and Midland. Spearheaded initiatives to gamify the workplace by fundamentally changing the application and create intrinsic values to reward staff upon reaching goals and thresholds. Designed a personalized dashboard for staff to view real-time statistics and compare progress to team members.• Served as a board member for MAXIMUS Strategic Initiatives for Health Central and met regularly to evaluate opportunities to expand our business lines. • Met regularly with a team of analysts to review ways to improve the efficiency of the organization and meet Key Performance Requirements. Collaborated with analysts to identify opportunities to improve organization efficiency and meet key performance requirements.• Developed and piloted an open-source Intranet Portal for 7,000 employees.