Doug Wooldridge Email & Phone Number

Massachusetts, United States

Chicago, Illinois, United States

• A leader and end-to-end process owner in Sales Operations driving approximately $3B in sales orders. Accountable for OTC and Procurement & Logistics while closing the quarter for all sales transactions. Together with.
• Lead global teams in support of sales through processing orders and procuring technology through AHEAD’s partner and distributor relationships.
• Support significant growth in volume with minimal increase to staff through process improvement and process excellence.
• Established operations in India to enable scale at cost.
• Functional responsibility for due diligence and operational integration for multiple acquisitions.
• Responsible for AHEAD’s sustainability program.

Westford, Massachusetts, United States

• A leader and end-to-end process owner in Sales Operations driving approximately $1B in sales orders. Accountable for CPQ and OTC while closing the quarter for all sales transactions. Together with Sales, Channel.
• Lead global teams in support of sales through closing of deals to ensure sales commitments to customers are met.
• Support significant growth in volume with minimal increase to staff through process improvement and process excellence.
• Drove numerous process and cross functional operational improvement resulting in reduced revenue reserves and decreased cycle time in order to cash.

Milford, MA

• A business unit owner for one of the fastest growing segments within Waters’ $2B+ portfolio. Responsible for customer success and outcomes for solutions. Developed global marketing strategy and global reporting.
• Transformed the business from daily rates to outcomes and customer success.
• Drove global operational consistency and process excellence resulting in over a 10% improvement in billable utilization.
• Championed the case for a solution-based approach for new product introduction and go to market strategy inclusive of customer success.
• Recognized by the CEO and Executive Committee for leadership in Strategic Planning for Waters.

Hopkinton, MA

• A leader and end-to-end process owner in Sales Operations and Global Revenue Operations supporting 50% growth in a $2+B company. Accountable for closing the quarter and reporting financials to Sales, Marketing and.
• Led global teams in support of sales through closing of deals to ensure sales commitments to customers were met.
• Supported hyper growth with minimal increase to staff through process improvement and process excellence.
• Managed the Sales Support Help Desk and the Deal Desk globally. These organizations facilitated the sales cycle through opportunity registration and management as well as ensuring the successful close of a deal from a.
• Owned execution of cross-functional Lead to Cash process through ownership of VCE's Business Process Group. Defined, designed, measured, and improved cross-functional processes, systems, and organizations to optimize.
• Business owner of VCE's SalesForce.com instance and Order Management System.

Hopkinton, MA

• Operations for this organization included reporting customer satisfaction, budget management, metrics/KPIs, setting and driving goals, process management/development, and program management. A principal thought and.
• Consolidated disparate global teams and cross-functional teams into a global operations community complete with a shared service function.
• Created a new globally consistent and accepted workload model.
• Defined new business metrics including a new definition for CSAT for CSS. Transitioned the field to use of new reporting dashboards.
• Created the vision and strategy for the future of CSS and GCS as an end-to-end business model.
• Championed key change programs such as Time to Restore, Integrated Service Delivery, Field Optimization, and the deployment of Servigistics’ Workforce Management Tool.

Hopkinton, MA

• Managed and delivered the supporting infrastructure, processes, systems, policies, metrics, and budget for a $1B, 2000-employee global field service delivery organization.
• Delivered programs and processes to enable MSS to overachieve budget commitments for four consecutive quarters.
• Drove the CSAT program, ranked highest in the industry; record performances for two consecutive quarters.
• Created business case and functional design for Field Optimization resulting in a NPV of $31M+ in savings.
• Managed EMC’s #1 Program, resulting in $100M in 2007 and $175M in 2008 economic model improvements while enhancing EMC’s total customer experience.
• Led cross-organizational integration with partners, educational services, product readiness, cross-process integration with the TSS delivery team and on-boarding new acquisitions.

Hopkinton, MA

• Achieved certification as a Six Sigma Master Black Belt. Developed EMC’s LSS strategy, processes, and operations.
• Developed and executed a strategy for a 5,000-person ~$1B global customer service organization.
• Grew Six Sigma savings from $8.3M in 2004 to over $34M in 2007 and $25M in 2008.
• Created a model to value the impact of key quality metric resulting in over $36M in benefits to EMC.
• Increased the number of Fundamentals trained individuals by 70%, and Advocates by 20%; doubled the number of individuals who achieved certification as Green Belts and Black Belts in one year.
• Successfully mentored 14 individuals in completing projects resulting in over $5M in savings.

Hopkinton, MA

• Drove organizational change to improve Customer Satisfaction by exceeding expectations in critical issue resolution.
• Established new processes and tools that improved organizational efficiency and communication.
• Managed over 25 customer support managers across 14 regions.
• Returned one of EMC’s largest customers to a “satisfied customer” through intense focus on problem resolution and relationship building.
• Improved customer satisfaction and aided in sales cycles by driving EMC’s critical customer issues to closure.
• Created action plans, interfaced with customer’s senior management and EMC’s executive management that resulted in closing over $10M worth of business.

Hopkinton, MA & Cork Ireland

• Led strategic projects at the direction of the CEO. Improved operations cross functionally to sustain hyper growth. Internal consultant. Designed and implemented cross-functional processes to create significant.
• Developed EMC’s Solution Delivery Model (SDM) and sold its value to EMC Senior Management.
• Created a “cost to serve” model to demonstrate how EMC’s shift in product mix, complexity, and pricing affect Customer Service costs.
• Created an Order to Cash Process Order Definition to enable over $12M worth of operational improvements to processes and systems.
• Developed EMC’s CRM and E-Business definitions and strategies.
• Established and managed operations of EMC’s Cork, Ireland office in 2001 during a one-year ex-pat assignment.

Mba, Business Administration And Management, General

Activities and Societies: Beta Gamma Sigma National Honor Society

Ba, Economics

Activities and Societies: Men's Tennis, Men's Ice Hockey, Kappa Sigma Fraternity