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- Managed a global, remote team responsible for enterprise application development, quality assurance, code release, and upgrade management.- Served as the IT business partner to executives in Client Support, Business Operations and Sales to validate technical solution design.- Consulted on the planning, design and delivery of strategic and tactical business projects. - Managed multiple vendor relationships on a budget of $500,000.

- Migrated 13 acquired companies (800 staff and 625,000 customers) to a new customer support software platform (Salesforce), with accrued savings in excess of $800,000. Responsible for requirements gathering, gap assessment, technical specifications, coordination with developers, QA, staff training, client communication, pilot, full cutover and ongoing support & maintenance.- Envisioned and led the "in flight" re-architecture of the global client support system to introduce configurable interfaces, complex automated case handling, and improved efficiencies while reducing custom code. Amidst extreme risk, deployed all changes with zero downtime.- As Scrum Master, oversaw Agile development (feasibility analysis, sprint planning, prioritization, testing, deployment, communication).

- Designed and implemented an internal helpdesk ticketing system.- Partnered with Sales, Finance, and IT to develop and implement an exhaustive, reiterative planning and testing strategy for a new pricing system; resulted in an extremely smooth launch which was exceptional given that the changes impacted every single client.

- Adviser to core team that devised and implemented a complete support restructuring effort in response to increasing customer demands.- Managed Tier I staff and was responsible for all aspects of customer satisfaction for Northeast and Midwest regions.- Resolved escalated customer issues and partnered with all levels within customer organizations.

Led initiatives designed to balance entrepreneurial culture with need to scale, as direct report to CEO. Developed and instituted a framework for improving organizational effectiveness (TACKLE). Coached and facilitated several cross-functional teams chartered to solve the more intractable operational challenges including: - Customer Readiness Assessment: Developed sophisticated tool that assessed a prospect’s Service needs while balancing Sales goals with Services goals. Results included 100% compliance, improved customer satisfaction, increased recurring and one time revenue, and improved predictability of achieving higher average sales goals.- License Key Application: Led conceptualization, development and deployment of new licensing application. Results included savings of 26 person days/year; reduction in human error and subsequent reduction in support tickets and ‘system down’ instances; improved security; search and reporting capability. - Customer Escalation: Facilitated an examination of how to meet the needs of angry customers. Outcomes included several tools and process improvements that ensured we listened to customers, examined their problems comprehensively, and made judgments that balanced customer needs and company resources. Results included time-critical process efficiencies, partnership approach, repeatable standards, and companywide enhancement of soft skills.

Coached management team through the investigation of current versus desired states of measurement and evaluation within the organization.

Developed graphical tools and training modules to communicate the company’s methodology and to aid in managing projects to ensure consistent end-to-end delivery.

- Multi-State Provider of Natural Gas: Managed the simultaneous efforts of eight distinct process improvement teams. Coached senior leadership in acquiring a system-wide understanding of the interdependencies of all work processes. Assisted in designing and implementing the company’s three-tier measurement architecture. - Midwest Petroleum Refining and Marketing Organization: Documented current state process models of over 80 financial and store processes. Identified more than 150 process improvement opportunities, enabling subsequent organization-wide improvement initiatives and greatly enhancing new employee orientation and job training efforts.- Global Catalog Retail Corporation: Facilitated more than 20 separate departments through an examination of business requirements and discussion of potential innovative functionality. - National Hospital System: Facilitated management teams through planning for implementation of PeopleSoft. Identified business needs and translated them to system requirements. Coached executives to value establishing common processes among member organizations, to maximize benefit from PeopleSoft.