Rick Hayes Email and Phone Number

Designed, staffed and lead the support and services organization shortly after the first product was generally available. Given that this was the first Software Defined Storage (SDS) Company that was truly independent of hardware, the challenge was bringing the level of service expected for traditional enterprise storage platforms at a cost structure far below what is usually associated with storage products. Accomplished this challenge by building and leading a highly skilled, lean and flexible team focused on a customer satisfaction while managing cost controls. The model has proven effective over the past nine plus years, as it has undergone very little transition outside of staffing levels. Sucessfully supported a growing installed base with a flat to decreasing headcount while leveraging remote support and techniques increasing the reach of operations while minimizing the footprint.Pre-sales – Worked directly with the global sales team to ensure customer requirements aredeveloped and the solutions provided would meet those needs. The pre-sales team wasalso responsible for supporting marketing efforts at all trade shows and sales events.Regional Services – Responsible for synchronization of resources in; APAC, EMEA andAMER. Manage all customer satisfaction and delivery issues while maintaining liaison withthe global resource teams and the GM’s.Enterprise Delivery – Responsible for all professional services, systems installation, training,solutions development and technical OEM relationships. The delivery technical staff alsoacted as the pre-sales team for strategic accounts and business development activities.Global Support – Managed Level 1-3 support operations globally. Services delivered to awide variety of customer models and SLA’s. Support also tracked product issues andcorrelated bug and case data to set priority for development efforts.

Lead all aspects of data center practice customer-facing projects including development of project deliverables and implementation of solutions. Evaluate client future and current needs to project follow-on work for clients and stakeholders.• Major Insurance Provider – Develop and execute strategy to integrate applications and infrastructure from an acquisition of a line of business acquired by the client.• Major Payment Processor – Conduct current state infrastructure assessment and develop a service oriented infrastructure strategy to alleviate growth constraints.• Cisco Systems – Engage to identify a strategy to manage power capacity constraints and capacity planning issues. Identified upstream process failures providing inconsistent data to capacity planning models. Redirect the client and associated efforts to focus on the flawed processes to resolve the issue.• Pacific Gas & Electric - Archive Strategy Assessment. Client avoided over 1 million in unnecessary purchases by restating inaccurate requirements provided by various vendors.• Merrill Lynch, New York – Release process assessment used by ML for delivery of internalapplications. Provided metrics and a strategy to align the process with delivery objectives.Also provide similar services for event monitoring and command center operations.• GlassHouse Internal – Co-authored Information Week Analytics Paper on future proofing thedata center through service oriented infrastructure.

Set a cohesive vision and cross-functional plan to deliver outstanding customer experience and achieve business objectives. Manage the service needs of the business globally and advocate for technology strategies by partnering cross-functionally with other teams and external vendors to facilitate technical decision-making.

Manage and develop team of global operations individuals to support organizational mission and objectives. Develop and/or improve processes to drive greater efficiency by aligning with other functions (marketing, sales engineering, legal) to reduce cost and remove delays.