Directed all Business Support and Operations functions for High Volume Production Mail Systems in the U.S. Full accountability for service P&L, service strategies and operations associated with this $150M+ service business. Managed Technical/Remote Support, Value Engineering, New Product Development, Systems, Learning and Development, Parts and Logistics, Remote Support, Technical Knowledge Management and Business Process Re-Engineering. • Increased revenue by more than 50%.• Improved Operating Margins by 15% and reduced inventory by over 40%.• Drove key initiatives to enable 90% plus client satisfaction.

Managed $13M+ Production Mail Service Business across 10 States. Directed all Field service delivery including 5 Service Managers and 100+ Customer Service Representatives. Service business included multi-million dollar banking and insurance clients.• Moved Operating Margins from negative to positive with a 10% profitability improvement.• Improved Field service delivery enabling a 10% Client Satisfaction improvement. • Reduced parts costs by over 20%.

Directed $160M+ worldwide service business for Traditional and Digital Imaging, Kodak’s largest business unit. Managed P&L, Service Operations and all Field and Contact Center support globally. • Developed a $28M Imaging Kiosk business over a 3 year period.• Implemented initiatives to significantly improve worldwide annual Operating Margins from 6.1% to 30.7% including major financial turnarounds in Japan and China.• Established service strategies and support infrastructure for digital cameras enabling the launch of this new technology.• Led worldwide corporate restructure of Kodak’s entire $600M service business from a centralized to a decentralized model in 6-week timeframe. Strategically aligned regional service resources to better serve customer requirements in the Health, Commercial and Photographic markets.• Directed efforts to evaluate and re-engineer service systems resulting in approval of $40M corporate investment to significantly improve strength and efficiency of service infrastructure worldwide.• In 2001, assumed additional corporate responsibility to lead Worldwide Service General Managers’ Executive Council and manage shared infrastructure for all Business Units. Shared infrastructure included Technical Knowledge Management, Service Parts Supply Chain Management, Client Satisfaction Measurement, Quality, Business Research, Business Process Re-engineering and Service Systems functions/organizations.