Security 101® is nationally recognized as a leader in the security industry, with over 50 offices across the U.S. The company is viewed as one of the fastest growing commercial security integrators in the country. From system design, engineering, and installation—to servicing electronic security systems, Security 101 offers a full range of professional services to our mid-market and enterprise clients. Our business systems, specialized operations software, and extensive training allow us to deliver the highest quality security systems and positive customer experiences.

Promoted to upgrade and modernize time and attendance, transfer and scheduling for hourly associates worldwide.• Improved the associates’ experience, reduced HR staffing and costs by $500k/year. The user interface for hourly associates to complete administrative tasks for their jobs and receive information was available only to US associates. It was rudimentary and non-intuitive. Researched, collaborated with design analysts, and on-site human resources leaders. Created a solution that streamlined the user experience for 330,000 associates worldwide.• Automated hourly associate transfers. The transfer process was manual requiring many days of processing for each fulfillment center. Provided guidance on requirements, key success metrics, launch parameters and fault mitigation. Automated web-initiated transfers for 100,000 hourly associates.

Promoted to build and lead an operations team to improve development across Amazon's Consumer Electronics Technology (CETech) team.• Tightened Consumer Electronics Correction of Errors (COE) processes which determines root cause of outages or software failures. Established COE criteria. Formalized review, dissemination of reporting and progress updates. Cut outages by more than 50%. Improved developer responses and completion SLA's from 30% to 100%. • Boosted developers’ performance. The developers and their managers could not easily see if they were meeting company goals, policy, and performance metrics without doing cumbersome research. Automated reporting in a dashboard that showed at a glance developers’ progress and financial performance versus goals. Enabled the CETech development teams to stay within 99% compliant with policy, COE. • Eliminated 30% hardware budget waste. CETech developers were responsible for self-managing and maintaining cloud hardware needs. With busy schedules and requirement changes on deployed platforms, the supporting hardware was not optimized or even re-addressed for launched platforms except when outages occurred. Defined a cloud hardware optimization dashboard to flag over/under-utilized cloud hardware facilitating corrective action.• Executed root cause analysis and instituted Operational Excellence (OE) best practices. Cut high-severity outages to zero. Slashed missed SLA’s to under 1%.

Recruited to lead eight developers to implement features and launch products on the Amazon.com website. Owned the program and project successes from ideation through design and development to launch and post launch. Earned the Great Performance Award for first-class ownership and consistently improved team performance functions.• Drove new product launches. Developed and led an elite team that launched nine customer products within first year of tenure. Exceeded sales goals by more than 50%.• Simplified customer experience, boosted sales. Customers who purchased mobile phones had to go to their service provider’s store to purchase a SIM card to activate their Amazon.com-purchased phone. Worked with UX design and developers to create a bundle with the purchase of the phone. Improved sales 40%. • Revitalized and completed a stalled project. A solution that would provide special product pricing for Prime members was needed. Earlier teams had quoted 30-man years to do this. Refined solution requirements and use cases, coordinated and prioritized efforts across CETech external. Created and drove a project plan through design, development, testing, launch and post launch metrics. Launched the solution in five months. Sales outpaced all forecasts by over 30%.• Removed obstacles to sales. Customers could not determine on the Amazon.com website whether phones were compatible with their service provider. Built a compatibility tool which provided compatibility information. Improved mobile phone sales by 15%• Resolved a long-standing problem. Third party sellers were unable to compete for mobile phone sales on the Amazon.com website because of the way the Amazon.com detail page was designed. Worked with the Product Manager and CETech external teams, including Seller Central, to define the requirements. Created and implemented a project plan. Enabled third parties to sell on Amazon.com within two months.

UXC Eclipse is a Microsoft CRM/ERP software and integration customization organization.Served as Account Executive and Project Manager for software development of custom features for a non-Microsoft CRM software solution. Assisted in the creation of change management consulting artifacts for companies implementing ERP and CRM solutions. Trained medium to large size companies in process development techniques and use of tool.• Expanded an account relationship by providing superior support. A conservative prospect/client had purchased a competitor’s CRM/ERP software solution and retained UXC Eclipse to customize it to meet their needs. Partnered with an in-house developer to respond to their inquiry, win the business, and manage the account. Project managed the full lifecycle development through post launch. Grew the account from $20k to over $700k in services.

Promoted to support global operations and engineering teams of mobile and core network changes as well as to resolve problems. Led a team of five technical professionals.• Led a turnaround. Inherited a team that was short-handed and hamstrung by archaic processes. Determined the issues the team was solving and found the top three deliverables that would solve 99% of the issues. Reengineered the error-prone processes and developed a dashboard. Increased productivity 75% and satisfaction survey scores from less than 30% to over 80%.

Led the engineering design and implementation of T-Mobile West Region data switches. Received 22 All-Star recognition awards and distinction as Innovator of the Year finalist in 2009.• Regained financial control. Worked with each of the departments to build a model and put processes and controls in place to forecast and manage to the budget accurately. Managed budget to within 2% of the annual forecast.• Controlled outsourcing to meet an aggressive upgrade schedule. To augment existing T-Mobile staffing, negotiated and drafted the contract arrangements and worked with the vendor to scope and train 10 contractors. Launched seven switches on budget and on time. Cut time to launch switches from 24 months to 9 months.

Developed strategy and drove implementation across teams and central office locations. Architected and executed contract negotiations. • Led a technical infrastructure integration. In the wake of Qwest’s purchase of US West, worked with legal, compliance, and core teams to define internal requirements. Created and delivered training to all technical personnel (over 2,000) throughout the company informing them of the requirements to remain compliant. Compliance audits yielded no violations or major discrepancies.• Developed a comprehensive forecasting and planning tool for 800 central offices and data centers which saved more than $5M versus budget.• Saved $100M. In response to the economic downturn of 2004, renegotiated take or pay contracts with the top four vendors. Cut commitment of $120M down to $24M. Reduced an $84M take-or-pay capital purchase agreement commitment to $32M with an out clause that allowed Most Favored Nation pricing and reseller status.