Managed the LiquidPixels Business-to-Client technical support relationship, overseeing geographically disparate teams that work with large industry clients to resolve incidents as well as to schedule and deploy software updates for services that run in a 24x7 environment.Responsible for both long-term strategies and short-term tactical initiatives to drive increased process efficiency and to establish long-term client satisfaction. As of April 2018, assumed additional responsibility as Data Protection Officer, in compliance with the General Data Protection Regulation (GDPR).As of March 2019, assumed additional responsibility for security and privacy inquiries from prospective and existing enterprise clients.As of April 2019, assumed additional responsibility for technical account management for existing production clients.

Consulted/participated in all aspects of a start-up light construction/contracting business including but not limited to installation of back office systems and business productivity applications, preparation and presentation of job estimates, on-site general construction, and ongoing analysis to improve business efficiency and profitability.

Added responsibility for Vantiv Technical Service Center (VTSC) TRAK (Training, Reporting, Analytics and Knowledge) Team, located in Florence, Kentucky.

Managed the Vantiv eCommerce Technical Support team, a seasoned team of remote-based technical support representatives who provide 24/7/365 technical support for merchants processing eCommerce payments. They are relied upon to react quickly and accurately to troubleshoot and resolve or to escalate issues.Evolved the staff training program to improve the team's ability to support a rapidly-changing payment processing system and to provide a consistent, positive merchant experience.Partnered effectively with cross-functional teams such as Relationship Management, Implementations, Sustaining and Development/Production Support teams.Tracked and refined metrics to monitor team performance and to identify areas of improvement.Performed support duties as needed including but not limited to: • Responding to merchant-initiated inquiries • Troubleshooting merchant processing issues to determine resolution steps • Identifying and escalating issues when appropriate • Monitoring and responding to internal paging events and system warnings

Led the activities of the Kiva Systems Technical Support team and oversaw the operation of the Technical Support teams both domestically and internationally. Responsible for developing and executing technical support strategy, meeting service level agreements, as well as measuring and ensuring client satisfaction.Directed a team of support engineers (domestic and offshore) providing 24x7 mission-critical support for the Kiva Systems solution.Attended on-site quarterly business reviews with senior site management to review Kiva System solution performance, support metrics, as well as major program status and updates.Built and implemented a client Web portal (using Salesforce.com) in order to provide a support channel as well as simple reports for client self-service.Built and implemented a client transactional survey (using SurveyForce) in order to evaluate client satisfaction.Participated in an operational readiness program that resulted in a 30% reduction in support incidents during 2013 peak season.Presented with a company-wide “uRock” award in February 2013 for efforts and results during 2012 Peak period.

The Engineering Development Group (EDG) is a technical support program that allows entry-level engineers to identify and develop their technical, professional, and personal skills for a successful technical career at MathWorks.Directed a group of entry-level engineers to provide world-class support for users of MathWorks’ technical computing products as well as to secure a long-term position within MathWorks.Effectively dealt with the challenges of high internal attrition, as well as the challenge of a steady stream of new hires into the department.Handled escalations from domestic and worldwide support, focusing on meeting customer demand with an effective and appropriate resolution. Oversaw contributions to the company Knowledge Base, and provided guidance and best practices for content submission initiatives.Used Knowledge-Centered Support methodology to reduce a solution backlog by over 40% in less than a year.Delivered a one-day workshop to more than 200 EDG new hires, focusing on best practices for communicating with customers over the phone, as well as through e-mail/Web. This resulted in increased customer satisfaction ratings and consistent best practices for all technical support engineers.Acted as customer satisfaction point person within the worldwide technical support organization. Leveraged Net Promoter Score (NPS) methodology to develop a Net Support Experience (NSE) metric to identify trends in both satisfied and dissatisfied customers.

Responsible for operational areas including departmental budgets (totalling $2M), hiring, training, and scheduling the day-to-day operations of both the 12-person Technical Support and 2-person MIS Departments. Reviewed and negotiated vendor contracts, and was involved in recommendation and approval of new vendors and products. Dealt with declining annual company revenue and initiated departmental headcount reductions each year while maintaining superior customer support service levels.

Support Manager, Client/ServerNovember 1999 - May 2001 Directed a 22-person technical support group handling approximately 100 cases per day through telephone and Web interaction on client/server suite of products. Employed skill-based routing within the team to meet the proportionate support needs of customers, field service, and dealers Monitored the performance of the team members to ensure maximum efficiency, and delivered feedback (positive and negative). Generated measurements of call root cause, and worked with Service Planning and Product Development on efforts to improve call avoidance. Implemented process changes as required to consistently deliver service within guidelines established through Service Level Agreements (SLA) within the customer base. Created and sustained a working relationship with the field service managers to provide seamless case transitions.Customer Services ManagerApril 1999 - November 1999 Managed an 8-person mid-market field service team providing regional product for New England. Responsible for case management and prioritization, as well as customer revenue retention through maintenance contracts. Handled customer satisfaction issues to ensure effective service recovery. Led a task force on improving the relationship between Support and Field Service, culminating with over 75% of the recommendations implemented.Support Manager, Level 1June 1998 - April 1999 Managed 17 front-line technical support engineers, resulting in over 90% of inbound support calls answered in less than 3 minutes. Responsible for performance appraisals and reviews for the entire team, leading to effective communication of individual strengths as well as areas of improvement. Participated on a cross-functional team that re-engineered the support department from a team of less than 20 support engineers to a 70-person structure. Attrition during this time went from 40% to less than 10%.