Retained to create and execute leadership transformations, implement lean business funding models focused on customer outcomes, establish alignment across R&D and GTM to achieve forecasted revenue growth and customer adoption.

Recruited to lead a stalled global portfolio transformation aimed at unlocking the value of 23 acquisitions; Established team of x-functional executives across R&D, GTM and Services to improve strategy communications, identify & eliminate get-to-green processes and non-revenue generating OPEX, bring "customer outcomes" to the forefront of business strategy and assess overall organizational alignment and readiness. I delivered strategic recommendations to CEO and Board which culminated in the decision to divest non-core businesses.

Retained to establish a cross-functional, customer use-case and KPI driven operational model across R&D, Sales and Services and to right-size the organization and solutions offerings to get back to growth. Eliminated non-revenue generating OPEX by 40% and reduced GTM delays by >70%

Co-founder & COO : Turned a board-level strategic initiative into a new Business Unit that grew from $0 to $3B ARR; from $18M in seed funding to $200M; and initial scrum team to over 2500 team members. Established a lean, fast moving agile team to deliver an initial POC to the board, secured $18M in seed funding and 9 months later the headliner for EMC World “Build a Hybrid Cloud Live”. Scaled the solution, GTM and organizational models by leverage Agile and having a customer outcome centric mindset. Collaborated with GTM functions to establish a radically new tiered Digital Transformation Consulting and Sales organizations across Dell Technologies (formally EMC Corporation – VMWARE, EMC, RSA, Pivotal).Retained to lead the Dell and EMC ($67B acquisition) M&A Solutions Integration, which focused on the pre & post-merger Solutions portfolio rationalization and organizational design. New model contributed $100m OPEX to merger debt relief; Achieved Top 10% leadership and team building rating with an Employee NPS of 70, exceeded Dell’s “Top 25 Great Place to Work” rankings resulting in high-level employee engagement and retention

Promoted to lead the development and implementation of a new Agile lifecycle management practice across 27 different acquired companies ($20+B in Revenue) enabling the development of cross-company solutions; trained over 10,000 employees on PMO best practices; lead software PMO responsible for ~$1B in revenue; Created case study on Change Management “How to Thrive in Challenging Times” that was incorporated into mandatory Vice President training