• Led team who successfully implemented a performance management program that resulted in an improved customer experience as realized by a 61 tNPS (+5.6 pt. YoY) average over the last 12 months• As the Assisted Delivery Business Leader for FY23 BCP and Footprint Input Goal, I builtstrategic alignment across SBSEG ecosystems, collaborated with cross functional and geographic leaders, and helped drive significant ($2M) costs savings through location and partner allocation changes• Directed a product support channel change effort that delivered a 17.2 points tNPS increase average over last 12 months by influencing stakeholders through data backed insights, thoughtful experimentation, and measurable outcomes • Built Desktop Migration (DTM) Product Support team delivering high quality customer experiences (avg. >65 tNPS) and enabling an Intuit strategic priority

• Founded Global Support Operations and Enablement team that included scaling with partners (BPO), managing support systems, enablement/training, workforce management, program and service product management, support readiness, data analytics, and quality assurance • Directed group who contributed to overall customer satisfaction score improvement of 21% by implementing support and success best practices, and evolving the operational rigor • Successfully completed a support system migration for specific industry vertical with 1000s of customers, and staffed FedRAMP compliant support team• Implemented Customer Support Quality Assurance program, including QA team and application• Developed partner support strategy and certification program, enabling partner support organizations to deliver Tier 1 support• Responsible for: - Strategy and management of support systems - Support training and enablement - Data analytics and reporting - Support readiness program - Quality Assurance - Partner/Channel support program and delivery - Vendor management, new solution implementation, and contracts

• Have successfully lead 8 post-acquisition Customer Services migrations (people, processes, and technology) • Developed and implemented the Federal Customer and FedRAMP Support delivery model for Proofpoint's FedRAMP cloud email security solution• Co-founder of the company's New Product Introduction (NPI) program• Lead a team responsible for continuous improvement and operations of a global customer services organization, including but not limited to the following: - Strategic and tactical initiative delivery - Product support readiness and supportability - Data, insights, KPI, forecasts and modeling - Program and project management - Owner of critical support business systems • Heading up Voice of the Customer (VoC) initiative• Launched a mass notification system for system wide critical impact customer alerts• One of a select group of leaders to participate in a 16-week leadership development program• Responsible for Global Support Operations technical stack and vendor management

• Implemented a new differential support model that improved customer's service experience as seen by a 6% increase in CSAT• Managed the deployment of a new Contact Center as a Service (CCaaS) solution across a global support organization, and reduced the Professional Services cost by 30%• Lead the discovery and exploration of tools (e.g., Gainsight, Totango, etc.) and technologies (e.g., enterprise search, notification systems, etc.) to advance customer success and support processes and performance• Driving Service Cloud initiatives to constantly improve the customer experience, enable greater support engineer productivity and efficiency• Designed and led the development of a major revamp of customer services analytics platform, that included a concise KPI overview used in executive presentations (QBR, MBR, All Hands)

• Drove the customer loyalty survey and achieved more than 2x the industry average return rate • Heavily involved in Salesforce Service Cloud deployment, which included customer migration from previous CRM• Strategy, prioritization, and delivery for a Global Customer Support organization's technical and operational improvement initiatives• Created a development prioritization process in JIRA for Salesforce Service Cloud feature and bug requests• Instituted a project management framework that is used to successfully prioritize, initiate, and deliver projects

• Program manager in customer service who led delivery for a multi-million-dollar security service, which included developing end-to-end project plans, roadmaps, defining scope, tracking overall program status and stakeholder communication, facilitating and leading cross functional teams in agile development of a technical application• Responsible for project managing the localization and translation of customer facing support systems (SFDC, Jive, and Chat), that included vendor relationship management, piloting of tools, development, testing, procurement and deployment• Enhanced the FireEye Continuous Monitoring customer user experience by developing insightful metrics with data from Jive databases and Google Analytics in a PostgreSQL database, and then used the metrics to drive process improvements and UX experiments• Service delivery lead, business process design and modeling for security service, that included automating delivery processes with technical solutions • Developed a Customer Support KPIs dashboard, improved existing data quality, processing, and presentation to provide a concise dashboard to senior management

• Reduced average SLA monthly payback by 24% and processing time by 5 days by designing and leading the agile deployment of a new SLA reporting system • Decreased the time spent on Change Requests (RFC) by 11% with automation and reengineering, using ITIL v3 methodology • Increased overall productivity of Service Operations support personnel by developing productivity metrics using Salesforce.com, Crystal Reports, and ODBC connections to Oracle databases that measured case support performance, and then drove the process improvement project to completion• Provided top management team with insights by developing KPI that were used to drive the business• Received the CA Technologies Above and Beyond Award for high level performance

• Led and delivered, ahead of schedule with a $30,000 cost savings, an EDW As-Is and To-Be business process modeling agile project, leading four team members, identified multiple process improvements and proposed technical solutions to reduce administrative costs• Project managed a data warehouse infrastructure program for Customer Operations and Network Management organizations to capture business/functional requirements, perform current state analysis, As-Is and To-Be, business process modeling, design and mapping oversight, managed UAT, and delivered through waterfall and agile project approaches • Reduced project billing errors by 12% for BI projects ($6MM average budget), performed financial analysis and forecasting, and also programmed and automated the import of data from financial systems into a BI executive summary portfolio of projects• Project lead for a SAP BusinessObjects XI enterprise-wide software migration (trained and coordinated with 213 users, conducted report conversion, report remediation requiring code changes, and user support)

• Inventory Lead for an enterprise data solutions project (integrated 13 large data sets of enterprise wide data inventories into one Excel based solution, performed data quality checks post integration, migrated the data into a normalized relational Access database, created custom switchboards and entry forms with modified SQL. Designed complex algorithms for data item priority metrics, along with dashboard reporting, and scheduled solution delivery)

• Conducted a financial analysis of a service contract to uncover an annual cost savings of $80,000• Project coordination of a $32MM project equipment budget for a new hospital construction project. Created, and maintained financial reports in Excel and SAP Crystal Reports (e.g., cash flow, capex, opex, actuals to budget performance) related to project• Developed and programmed (SQL) an Access database used as a purchasing application for the equipment, furniture, and IT requirements of a new hospital construction • Created a workload analysis and headcount model that was used to substantiate staff levels, used BusinessObjects to source large historical data sets of medical equipment service records

• Consistently outperformed sales quotas, achieved the status of top grossing Account Exec. for four months• Commercial and B2B sales of information technology solutions and services. Crafted, presented, and implemented technology solutions • Project management of information technology solutions deployments (e.g., MS Server 2003, CRM, networking, and security)