As a board member of a leading consultancy firm, our focus lies in strategy, execution, and transformation services, all driven by an ROI-centric approach. We are dedicated to maximizing value for our clients across their various value channels.

For the state and local government: Delivered modernization plan and capital investment strategy to update a Tier II, 18,000 square foot data center. Identified and realized $6m in savings, reducing operating costs by half.For a data and analytics company: Implemented all phases of a Salesforce.com initiative. Developed strategy, roadmap, and execution plan for system and user acceptance testing for PeopleSoft (FMS) and Oracle Siebel (CRM) global system upgrade impacting 2,000 international end users. Served as senior advisor to the Vice President of Business Transformation on the system and user acceptance testing approach and implementation.For a boutique consulting start-up specializing in disaster recovery, continuity, and emergency preparedness; created and monetized document management capability; led investor meetings and VC pitches for seed capital.

Responsible for the design, delivery and leadership of global programs based on analysis of field gaps and needs to promote sales effectiveness.Successfully developed change management plans to drive adoption of global programs at scale.Working closely with Sales, the Sales ecosystem, and Sales Operations. The environment is fast-paced and dynamic, requiring agility, accurate action and impact.Stakeholder engagement with audience segments globally to drive global and regional strategies and initiatives aligning to Modern Work & Security programs and key sales workflows.Representing the business, partnering with and influencing a range of cross-functional teams (Engineering, vendors, sales operations, business process and change management, corporate communications, enablement) to develop and implement effective internal field-facing programs, their go-to-market, and enablement.Developed scalable, global, program adoption metrics and key performance indicators.

Planned, organized, and implemented financially compliant programs for production testing; improved process efficiency 20%, increased data output capacity 70% and significantly reduces time to market by 50% for key product launchMatured solution delivery and achieved six consecutive quarters of 98% test data availability, up from 30%Achieved 100% improvement in ability to scale and leverage offshore capabilities in one year

Senior Executive for the 112- member Service Management IT Data Operations consulting practice in North America; held P&L responsibilities and achieved $4 million annual personal sales goal and goal of $14 million for the group.Garnered 30 % of business by courting previously unattainable clients. Led sales effort and key account development, selling to the C-level and closing strategic engagements in the public and private sector. For a global energy firm: Led the change management and training strategy for a $2 billion refining system transformation program. Grew the account from a $225K six-month assessment to a $1.5M a month, 18-month initiative.For a US based Telecom corporation: Directed the daily operations of a 40-agent contact center. Provided Tier 1 and Tier 2 application support for the client’s 500 retail stores, 15,000 FTEs and 1,500 sales staff. Exceeded service levels month over month and with a monthly cost take out of 5% each month in the 18-month period of leadership.For an international electronics and broadcasting conglomerate: Program Manager for a global initiative to create a Finance Shared Services organization and consolidating 8 finance centers in North American to one location in Mexico. Managed the North American schedule, budget, and resources; standardized and consolidated Finance and Accounting processes; implemented SAP for the core Finance and Accounting (F&A) functions. Achieved 40% reduction in operating costs through the consolidation of four F&A centers to one shared services company. For UK based oil and gas firm: planned and executed the Emergency Response and War Room capability. Led global disaster exercises to include auto emergency notification, incident reporting and internal and external communications to the public.

Director of a systems engineering team at the corporate office as Nextel was rapidly growing its nationwide network through acquisitions. Principal objectives were to centralize and standardize the build of mobile switching offices (MSOs) through centralized support, standardized training and driving down operating costs through corporate volume purchasing of hardware and software. Key highlights were:• Centralized Engineering support for MSOs and network operation centers (NOC) for the seven regions comprising Nextel’s nationwide network. Reduced cost to deploy an MSO by 50% in one year.• Built a nationwide performance management and monitoring system to report on the RF capability and cellular services in all seven regions – Southern California, Northern California, Pacific Northwest, Western Region, Mid-Western Region, Northeast and Southern region. This system enabled Nextel to predict and report on nationwide availability and performance to Wall Street for stock valuation.