Responsibilities included strategic digital product road mapping, digital product management, incubation, identification of potential technology products for CHB, process-driven controls, and customer interactions.Developing and executing a technology vision aligned to; Product growth (20% of GP tied to technology tools), Lower cost-to-serve (80% of CHB transactions “hands-off” by 2023), Maersk’s integrator initiative (10% of Maersk Ocean and intermodal have combined CHB offering)Lead in M&A initiatives specific to CHB, focusing on technology. Complete due diligence reviews, build integration strategy, and align product offerings to drive value realization of acquired assets. I completed one deal in 2019 and one in 2020. Develop user stories software to ensure technology (existing and future) meets target client requirements, stays fresh and innovative, matches competitive offerings, and meets product efficiency goals.Ensuring that Digital Products and CHB Roadmaps support Agile Change and Product Ownership improvements to achieve effectiveness and efficiencyPrioritize technology spend of 10M for run, development, future investment, and operations.

Worked in partnership with other members of the management team to define corporate goals and strategies for increasing market share and value proposition of the Global Trade Management software.Responsibilities included product management, product marketing, market/competitive intelligence, public relations, marketing communications, online marketing, event marketing, lead development, and creative services.Revamped positioning for our key product lines & launched new customer acquisition programs, to drive 3-year growth objectives.Developed and executing an integrated marketing and communications strategy to support corporate revenue goals and enhance brand awareness.

Reported to the Corporate Compliance Officer, responsible for UTi’s worldwide Trade Compliance Program, Global Brokerage and Trade Services Products as well as continuing to drive technology changes and implementations. Directly managed four global compliance resources and a virtual team of 20 country level team members based in Europe, Africa, Asia, and USA. Responsible for the creation and implementation of risk management programs, maintenance of government certifications (C-TPAT and AEO etc.), adherence to country level security programs as well as technology enhancements and client visibility. Worked directly with sales to drive brokerage business line growth strategies, and initiatives, brokerage solutions, and key account management.Responsible for establishing a global customs brokerage technology and process engineering strategy. Worked on technology tool selection and systems integration with UTi's freight forwarding system. Managed and supported company regions and individual countries in evaluating and selecting customs brokerage providers met our strategic outline; automation, efficiencies, alignment to our strategy and the ability to connect with the freight forwarding systems. Managed all brokerage IT activities; business requirements for internally developed freight forwarding IT platform, implementation of 9 new brokerage and compliance platforms globally.

Recruited specifically to provide management, leadership and direction in developing and implementing FedEx's entry into the global freight forwarding market. Responsible for multiple enterprise wide initiatives spanning operations, IT, engineering and finance. Currently responsible for the deployment and implementation of global operations processes and procedures in 42 countries over the next 3 years.

Managed an Engineering department responsible for development of business procedures, training, IT enhancements, standardization, long term strategy, daily metrics and operational efficiencies for global freight forwarding. Provided leadership and direction for the deployment of global operating system in Latin America, US and Canada for both air and ocean freight forwarding operations. Worked closely with IT, Finance, Regulatory and other key departments to ensure business process, systems, management reporting, staffing and metrics, met the key initiatives for the organization.