Evernex (formerly IB Remarketing) is a France-based global leader in the maintenance of IT infrastructure around the world. We provide third party maintenance services, recycling, secure data disposal, datacenter removal and relocation, library repair, hardware rental and financing solutions. As of 2018, Evernex has reached over $200m in annual revenue serving 160+ countries from nearly 400 warehouses with over 3,000 tickets per monthSince 2015 I have led Evernex’s business in North America and am responsible for both business development and ensuring service delivery excellence throughout the region.

Curvature is a global IT hardware and services firm with annual revenues of over $450m.I joined Curvature via the CSU Industries acquisition and was tasked with leading the services team and managing initiatives to integrate CSU by merging software and systems, clients, warehouses, labor partners, and modifying HR policies. My position had responsibility for service delivery management and a global ops team of ~75 based in Santa Barbara, New York, Singapore, Tokyo, and Amsterdam handling 1000+ tickets per month globally while achieving industry leading SLA metrics. During my tenure we expanded service operations from a single location in Santa Barbara to a global model by developing help desk and services on the ground in New York, Amsterdam, Singapore, and Japan. I defined go to market strategies for third party maintenance offerings and transitioned the sales team to a solution-focused selling model from a hardware focus. My role also served as the lead executive contact for prospective clients, participating in sales and marketing activities that resulted in the company achieving post-acquisition revenue goals.

CSU Industries was an enterprise hardware services business with annual revenues of $25m when acquired by Curvature in 2014. Clients included: Alcatel-Lucent (now Nokia), UPM Kymmene, Sanofi-Aventis and other large, global enterprise technology firms. At CSU I was promoted from operations manager and director roles to VP of Services, and was named as a member of the company’s executive board. I was responsible for managing day-to day service delivery operations and a geographically distributed ops team of ~50. During this time we implemented an aggressive plan to transition the business from a traditional brick and mortar service to a blended 3PL and contracted field services model, enabling CSU to compete and service contracts anywhere in the world. This transition began in Q4 2009 and was implemented in NAR by end of Q1 2010, leading to growth from $8m to $20m. I was a key player in the sale of the company in 2014 by identifying buyers and leading due diligence efforts, resulting in the sale to Curvature in 2014.