- Developing/optimizing commercial strategies across supply chain categories (e.g., NPI, custom hardware solutions, global supply chain solutions, and infrastructure services)- Enabling supply chain resilience by developing/driving supplier geographic risk concentration visibility and related mitigation strategies

Developed strategy and strategic plan for a new program within Office that had the potential of delivering on more than $20B in Office revenue. • Worked broadly across Microsoft developing the vision, strategy, and principles for a new strategic initiative. • Lead a cross-functional team to deliver upon the vision and strategy. • Reduced time to market for new region buildout by greater than 70%.

Chief of Staff responsible for driving strategy, metrics, culture, ROB, and strategic initiatives for a team driving billions of dollars of revenue.

Managed a team of technical engineering program manager’s responsible for Azure cloud global expansion while developing strategy to reduce time to market by 85%. Scope included analyzing potential expansion countries to customer consumption.• Delivered 14 Azure regions increasing GDP coverage by greater than 10% and working on additional set of regions (10 which are publicly announced plus a few that are confidential) • Transformed Azure region buildout process reducing time to market by 75% with north star goal of 95% reduction.• Exceeded customer expectation by delivering a broad set of Azure services (increased service offering at launch by 400%).• Was responsible for delivering infrastructure to support top secret projects.• Partnered with sales channel to develop innovative cloud solutions to support key customers.

Led a team responsible for managing AWS data center capacity for 41 sites in 7 countries and created a strategy to broaden teams role focused on optimizing infrastructure investments.• Partnered with supply chain, engineering, finance, data center operations, and software development teams to optimize and scale data center deployment processes through automation. • Evaluated options to deliver a multi-echelon buffer strategy to reduce data center build cycle time targeting a reduction of 50%.

Recruited to build and manage data center infrastructure in support of internal Caradigm services along with hosted customers.• Spearheaded strategy to save $800K by reducing datacenter footprint by 50%.• Led data center network re-design which identified and closed gaps related to $250K in unplanned networking hardware.• Brought all data centers up to HIPAA compliance.

Twice promoted while creating and implementing strategy to lead, train and cultivate a global team of business and program managers providing support to more than 200 internal customers.• Successfully scaled capacity by 300%, delivering more than 800 IT infrastructure projects per month.• Improved Service Level Objective (SLO) performance by 36%.• Drove 25% reduction in time to market for infrastructure projects. • Selected by executive management to participate the Microsoft High Potential Program.• Recognized with a GM award for exceptional delivery of a critical Office 365 infrastructure project.

Recruited to manage the volume licensing pricing polices for a $21B volume licensing business.• Evolved Developed the first standardized pricing process, thereby establishing a central pricing knowledge base and consolidating what had previously only been specialized and distributed knowledge.• Played a key role in developing Version 1.0 of the WWLP Pricing Policy.

DIRECTOR OF OPERATIONS | Data I/0 Led an operations team reporting to the CEO of an electro-mechanical manufacturing business. • Established an inter-departmental continuous improvement team that implemented lean manufacturing principles, which boosted productivity by more than 25%.• Developed an innovative new facility layout which reduced space requirements by more than 50%.GENERAL MANAGER | Valberg LLC Developed strategy and implement strategic plan restoring business to profitability, increasing gross profit by 30%. • Hired, trained and motivated a team responsible for manufacturing electro-mechanical and wire harnesses products.• Transition to Just in Time (JIT) manufacturing which reduced inventory by 30% and increased direct labor productivity by 45% in less than nine months.DIRECTOR OF OPERATIONS | Advanced Technology VideoEstablished a continuous improvement strategy driving significant business impacting performance factors. • Created and implemented a SIOP (Sales, Inventory, and Operations Planning) Team to enhance production capacity and forecasting accuracy while optimizing inventory and customer satisfaction. This resulted in achieving 100% on-time customer delivery dates within 48 hours of placing orders.• Created a continuous improvement team which reduced raw materials by more than 60% through strategic sourcing, work in process by 75% by optimizing operations and finished goods by 90% through JIT (Just in Time manufacturing techniques) all within 12 months.SIX SIGMA OPERATIONS LEADER AlliedSignal / Honeywell Led and mentored a team responsible for implementing Lean Six Sigma into the operations organization while developing and delivering trainings to more 90 individuals. • Led a Continuous Improvement Team which increased test yields by more than 70%, reduced waste by 80% and increased manufacturing performance by over 50%.• Created and implemented a Master Scheduling process that reduced inventory by over 50%.