Founder of this exclusive international management consulting firm. Responsible for account identification, capture, growth, and management. Assisted two overseas manufacturing/distribution companies in setting up new operations in the United States. Services provided for these greenfield ventures include real estate and business processes such as Sales & Marketing, Finance & Accounting, Supply Chain, HCM, management analytics along with their supporting technical and application infrastructure. Technologies include applications using Cloud, Social, and Mobile platforms.

In October 2012, Mr Goldberg assumed responsibility for IT services at a large international Telco in Central and Eastern Europe. One opco was experiencing significant financial and delivery issues. Another opco was underperforming expectations. By the end of his first full quarter, the account had been returned the first account to profitability. By the end of 2013, the account was achieving its highest profitability in its 7 year history while simultaneously meeting 100% of its application development service levels, and significantly increasing IBM share of the account’s IT spend. Margins on the second account improved by 80%The delivery leader for IBM’s Application Management Services (AMS) business in the South East Asia region. In this role, was responsible for base account growth, delivery excellence, and financial performance of over 58 accounts and 130+ contracts.In 2009, IBM’s ASEAN region engaged Mr. Goldberg as a program delivery executive for its banking practice. While providing expertise to improve operations at a number of trouble spots, his primary responsibility was to stabilize and progress operations at large ASEAN bank. On this account, Mr. Goldberg was responsible for the work of over 400 people in 5 operation centers located in Singapore, India, and China. IBM’s organization had unexpectedly experienced very rapid growth resulting in large numbers of unfilled positions and considerable staff overtime pressures. Extensive re-engineering of the staffing and delivery models were needed to handle the existing pipeline. Mr. Goldberg played the leadership role in defining and implementing required improvements while maintaining current operations. Within six months, the situation had stabilized and IBM achieved “green” status on all service levels. Prior to this task, he led an initiative for IBM Thailand and its low cost outsourcing subsidiary to improve its overall operating strategy and technical environments.

As Program Executive, he initiated and managed a complex outsourcing contract based in Singapore and spanning 18 countries across 4 continents. His leadership, innovation, and relationship skills generated over $60 million in savings for the client within 16 months and established consolidated procurement operations for one of the world’s largest Consumer Product companies. In this effort, Ariba software was interfaced to the existing SAP ERP; rolled out to the participating countries; and sourcing operations consolidated into newly established regional centers. Over $1 billion of annual Spend is being managed in this effort. Despite the daunting challenges and acute complexity of coordinating across so many languages, cultures, and working styles, this project is consistently meeting contractual deliverables, deadlines, and service levels. After assuming direct responsibility for strategic sourcing, the closure of savings projects accelerated and the entire annual savings target of $34 million was met by the end of the first quarter. ($45 million savings achieved by the end of April).He then assumed responsibility for the North American Finance and Accounting operations of the same client. The account was a distressed account due to its financials, but in within 12 months, Mr. Goldberg successfully engineered a $7million improvement to the account’s gross profit.Prior to this assignment, he established a commercial processing center while consolidating IBM operations sprawled across 8 sites in Greater China. His efforts led to more than a 30% cost reduction while still handling 20% more volume and improving customer satisfaction. Attention to detail became the primary reason all of his centers achieved a perfect internal audit rating, a first for the new world-wide BTO business. Customers included P&G Asia, Omron Japan, a large international telecommunication firm, IBM China HR and Asia Pac Accounts Payable, and smaller firms.

Until acquired by IBM, Mr. Goldberg held senior positions in developing and operating the PwC’s Business Transformation Outsourcing business. He initially served as a director in the outsourcing Transition and Change Management group.This team was responsible for solutioning new accounts, due diligence, setting up new centers, process and people transition, change and risk management, process improvements, and contract governance. Mr. Goldberg’s specific responsibilities included close customer liaison and coordinating a multi-disciplinary team of client and vendor experts, tasked to smoothly transfer business operations, employees, business support infrastructure, and business relationships from the client. He was responsible for all transition quality and contract financial performance. Later, he provided much of the thought leadership instrumental in launching PwC’s Public Sector outsourcing/ shared services business.

Initially senior manager for KPMG Consulting running a large program with over 100 individual projects and 10 different vendors for Y2K remediation at a large US based mutual fund company. Project was completed on time and on budget.After 2000, transferred to a Qwest joint venture providing ERP application management and hosting services. Directly responsible for the firm's customer facing helpdesk, all internal ERP applications, and developing its delivery methodology. Program Manager - Application Integration: Mr. Goldberg had responsibility for the implementation of all internal applications at the new business created as a joint venture between KPMG and Qwest. A SAP implementation was the flagship project. In parallel, several other packages were installed including Ariba, BMCRemedy, Cognos, and ADP Payroll. Director - Customer Support Operations - upgraded and managed the Customer Support / helpdesk operation in a nationwide ERP outsourcing center. The JV supported SAP, Oracle, PeopleSoft, Ariba and Seibels applications. Responsible for delivery, client relations, and financial results. Also led the effort to streamline and standardize customer facing processes necessary to obtained a SAS70 certification. Director, Business Intelligence (KPMG/QCS) - Mr. Goldberg was responsible for all intranet, knowledge management and reporting services at QCS. Implemented a customer support Intranet portal helping to tie together efforts by customers and QCS support staff. Also implemented a data warehouse and a suite of web-based SLA & management reports and OLAP analysis tools. These tools integrated the firm’s SAP financial data with timesheet and helpdesk information to provide a complete picture of the firm’s operational and financial performance across multiple dimensions

Served on an executive committee to build out AA's first BPO shared services center. Responsible for IT infrastructure, ERP application management, defining Balance Scorecards and SLAs, and internal administrative processes.Mr. Goldberg assisted in the successful build-out of a greenfield shared services center operated by a large newspaper chain and then became senior program manager for building out Arthur Andersen’s own finance & accounting center. These efforts required not only sound program management proficiency, but also due diligence into existing best practices and their adaptability to the client’s environment. Both centers were early adaptors of innovative techniques such as balance score cards and self-directed teams. For the Andersen center, he was directly responsible for the design and implementation of all Application Management, IT Infrastructure and Center Administration functions.

Senior manager responsible for numerous business re-engineering and system analysis contracts.  Country Manager - Thailand – Mr. Goldberg was acting country manager for Thailand developing sales presentations and proposals for new outsourcing accounts; creating flexible pricing and service plans; negotiating service level agreements; developing and maintaining vendor relationships, hiring and managing staff, and accountable for P&L.  Senior Manager – Shared Data Center Operations - Mr. Goldberg was asked to lead the firm’s first outsourcing contract. A joint venture was founded providing the full range of IT services to multiple financial companies in Bangkok, Thailand. He directed computer operations, technical support, helpdesk, quality assurance, and production software maintenance and enhancements. He also designed improvements resulting in a dramatic decrease in errors, and a heighten customer awareness of costs and priorities leading to better customer service. Program Manager – Business Process Re-engineering - Mr. Goldberg led a multi-disciplinary, multi-vendor team to re-engineer world wide operations at the US Agency for International Development. This project was one of the first Hammer Award winners and received a Vice-Presidential award for re-inventing government. Methodology Manager - Data Warehousing - he made significant contributions to JM+Co Data Warehousing methodology. As a proof-of-concept, developed a decision support tool for the budget formulation and tracking area.  Senior consultant and information architect – For the maintenance operations of a large international airline, he lead a component effectivity business area analysis. Responsible for the more complicated portions of the analysis and ensuring the project team accurately captured the full set of information relationships.

Led several IT management studies at various commercial and federal organizations. Included was the Secretary of the Army (logistics and distribution), Canadian Utility firm (IT strategy), Insurance firm (process re-engineering), and a USA Intelligence Agency (HR processing).