Jamie L. Email & Phone Number

Newark, California, Us

Held roles in Strategy and Business Operations focused on most urgent growth needs of the company, including global expansion strategy, workforce growth by 3x, restructuring, product strategy and process builds. Managed a global team of 100+.• Mid to long term Corporate Strategy, including regional strategy, IT strategy, and strategic initiatives• Monthly/Quarterly Business Review• Strategic Planning Process• Objectives & Key Results• Cost optimization• Process Build & Improvement e.g. Product Development Process (PDP), Regulatory Reporting• Various taskforce to solve urgent business challenges e.g. production ramp-up• ESG Strategy & Governance• Global Talent Acquisition; Workforce Strategy, Executive Recruitment, TA Systems Transition

San Jose, Ca, Us

Set a new strategy and planning process for the newly Cisco acquired business and built sales synergy with a broader Cisco portfolio. Managed a team of 12.• Developed a 25% CAGR long-term strategy for Product and Go To Market working closely withexecutive leaders, and then built 7 execution tracks for quarterly progress monitoring.• Implemented Objectives & Key Results (OKR) principles across top leadership (10%) to better aligncross-functional teams with a focus on company-wide outcomes vs. functional outputs/activities.• Proposed a new structure for the Strategy organization to CEO and mitigate expertise gaps in thecompany; as a result, grew the team 2x and took on new responsibilities including Market Intelligence.• Led a bi-weekly update on company performance and strategic priorities to executive leadership.• Led quarterly business reviews, long-range planning, and other board-level presentations.

Cleveland, Oh, Us

• Managed development of a multi-year plan to generate $100MM+ incremental EBITDA by re-thinking business model and infrastructure; led the presentation of the strategy to the Board.• Developed cross- functional recovery plan for Commercial IT infrastructure to execute the fixes.• Completed exit of 2 countries and reduced office footprint by 25%, delivering $2MM benefit.• Attended quarterly Board meeting as senior executive and reported progress on business plan progress.

Cleveland, Oh, Us

• Completed a complex carve-out from GE in just 110 days under internal and external pressure; carve- out entailed standing up new functions and ERP systems that historically relied on Corporate– HR Operations, Treasury, Insurance, Governance, Facility Management.• Led weekly steering committee to discuss upcoming deliverables and risks and proactively resolve roadblocks.• Negotiated key terms and conditions to the Purchase Agreement, including separation cost share, transition services, lease transfers, and post-close deliverables.• Led change management with 2,500 global employees via newsletters, All Employee Videos, and Q&A forums.• Led a cross-functional team of 15 directors and 30 consultants and the Integration program budget.

Cleveland, Oh, Us

• Led restructuring of 700+ employees, 5 P&Ls, and 30 legal entities globally; resulted in $115MM base cost reduction.• Developed a new Go-To-Market strategy by country, deal approval process, pilot pricing model, and commercial support team structure to reduce the cost of sales by $5MM.• Established quarterly Investment Steering Committee to discuss key CapEx and OpEx investment projects to drive business leaders to align to the overall strategy to build a digital company.

Boston, Ma, Us

Led growth of newly established Shared Services (BPO) as Head of global PMO to achieve cost savings for GE by centralizing back-office operations; one of enterprise-wide transformation projects sponsored by the CFO. Managed a global team of 70, across Riyadh, Shanghai, Budapest, Monterrey, Cincinnati.• Grew organization 2x to 4,000 employees across 5 regional hubs; developed & implemented standard work transfer process including restructuring and hiring/training and transition management• Led a Customer Success function as point person for transformation, working closely with division CEOs and CFOs; built a KPI dashboard for 3 key metrics – cost, speed & accuracy – of transitioned processes• Authored and published Enterprise Standard Operating Procedures for shared services e.g., Buy-to-Pay, Order-to-Cash, Record-to Report, HR Operations etc.

Boston, Ma, Us

Led the premier GE leadership program of 400+ high potential associates and managers.• Managed the day-to-day operations that included goal setting, company-wide risk assessment, and resource allocation to each engagement that aligned to shifting company strategies and risk profile.• Presented risk assessment, audit findings and consulting project deliverables to the GE CFO, General Counsel and Audit Committee quarterly.• Developed entirely new training program after benchmarking with MIT professors, several start-ups and professional audit firms.

Boston, Ma, Us

Worked in challenging 4-month audit/consulting assignments to deliver results under pressure.• Led 13 internal audit engagements for key risk areas including revenue recognition, inventory, acquisition accounting, M&A integration, Tax, FCPA, and Regulatory Compliance across GE Healthcare, GE Aviation, GE Transportation and GE Capital.• Attained fast-track promotion to Executive Audit Manager at GE Healthcare managing 35+ associates and managers.

Trevose, Pa, Us

Executive Mba

Bachelor Of Science - Bs, Finance