Adam Isler is a British-American photographic visual artist from New York, whose work passionately explores the intertwined themes of companionship and loneliness in the long-term relationships of the ageing. His recent series, Modern Romance, delves into the emotional landscapes of couples grappling with the challenges of intimacy and isolation as they navigate their later years together.Through staged tableaux and digital collages, Isler aims to shed light on the often unspoken struggles faced by older couples, capturing both the shared experiences and individual introspection. His art serves as a powerful commentary on the dynamics of companionship in a fast-paced, often isolating society.

Responsible for developing and maturing the service portfolio of the Professional Services organization by ensuring that the worldwide service business is enabled to deliver the coreservices of the organization on a global, consistent, and profitable basis.Work with the senior management team to define and mature the critical service offerings and delivery methodologies of the professional services organization as well as coordinate the development of Best Practices by the consultant staff.- Identification and assessment of market opportunities for the Talend Professional Services organization- Technical qualification of new service concepts- Define target audiences, value proposition and channel approach for all service offerings- Assist in the creation of marketing materials for service offerings- Sales and Professional Services staff training on service offerings- Creation and refinement of service engagement methodologies- Ongoing development and organization of intellectual assets supporting service deliveryKey Metrics:- Meet revenue and contribution targets.- Ability to develop new service offerings on time and within budget- Maturity of intellectual assets supporting target service offerings

Guide the firm’s professional services strategy from core software implementation to provision of enterprise solutions encompassing an acquired Management Consultancy and Application Managed Services business. Crafted full go-to-market strategy, including:• Crafting of overall strategic marketing messaging, including re-write of Professional Services content on corporate web-site, development of sales materials, fact sheets, sales presentations, proof points, etc.• Packaging and operationalization of repeatable consulting solution offerings.• Sales training, enablement, and tools; deal support.• Implementation of ongoing metrics tracking ($, volume of deals, # of customers, etc.), growth trajectory, of consulting and managed services practice.

Board-level project to find systems, process and architecture opportunities to accelerate company growth, focused on Sales, Service, Marketing and other front-end groups.• Assessed challenges to growth across all front-to-back office processes, including marketing, sales, service and support organizations of a $500M division.• Identified over $7 million in savings across 6 process domains and 3 core solution

- Provided significant (billed) business value as a trusted advisor working with senior client managers. - Expanded the firm's practices into new industry verticals and expanded client list.- Advise on critical aspects of project strategies and plans to ensure successful delivery of high quality project work at or above targeted margins.- Provided thought leadership on engagements and in the practice area. - Provided project management guidance on best practices. - Practice management: - Developed and instilled consistent and standardized process and methodology. - Developed a team that can manage multiple projects using the standardized process.

Solutions Director 2005 – 2006Retail Financial Services Practice Manager 2001 – 2004Consulting Manager 1997 – 2000• Led strategic development of core WFM (Workforce Management) software and consulting offerings for Financial Services front to back office operations• Developed and marketed the firm’s unique “goal-based” staffing solution for financial services industry sales forces• Managed several “blue-chip” global and national banking relationships including the first $1M and $2M client sales in the firm’s history

Reengineering Project Leader, Vice President 1995 – 1997Restructured the operation of the New York Banking Division, separated management structures of customer-facing branch work and non-customer, operational work to enhance resources and attention on customer experience and streamlined operational support activities to improve quality, reduce error rates and costPrevious management positions of increasing responsibility: Accounting Control/Checkbook Business Director, Vice President• Increased 5-year checkbook revenues by $16M (48%, on a base of $6.7M annually)Commercial Banking Sales Director, Vice President, NY Bank • Oversaw (organic) balance growth of 10% in 1 yearService Quality Director, Vice President for 300 New York branchesBranch Manager, Assistant Vice President• Improved my branch’s customer satisfaction survey scores by 29% in 1 year NP