Jim Lambert Email & Phone Number

Santa Clara, California, Us

• Lead cross-functional teams (Engineering, Marketing, Services, Support, Legal, Supply Chain, Security, Finance, and IT) for strategic SW/HW product introduction. • Managing and reporting risks, coordinating mitigation plans, project plan, schedule, and managing escalations. • Define and execute product release programs for Infrastructure, Converged, and Content products.• Monitor project progress and timelines, including status updates to the leadership team and stakeholders• Track GTM deliverables and milestones. Proactively identify risks to meeting target launch dates, develop/drive mitigation plans, and escalate to senior leadership as needed• Track cost of goods required for new products• Manage the testing of the quote to cash process prior to release; coordinate activities required by supply chain and other functional areas to ensure appropriate manufacturing build and sign-off, ensure legal and homologation certification is in place

Milpitas, California, Us

Report to the Vice President of Infrastructure as a Service. Lead Projects/Programs that align with FireEye’s Infrastructure as a Service and Platform (IaaS) and Data Center Transformation Program initiatives, and projects associated with data center consolidation or expansion, site infrastructure moves, networking and unified collaboration platforms. Work closely with Information Systems and Services managers, technical leads and stakeholders to drive project planning and execution of the Data Center Consolidation and Backup as a Service (endpoints, physical and virtual servers) programs. Promoting and evangelizing best practices through established processes, tools, techniques and strong communication skills.

San Francisco, California, Us

Senior Program Manager in the Cinema Imaging Engineering, bringing the next-generation cinema imaging products to market. Ensuring that programs are well-positioned to meet the strategic market needs and opportunities. Driving complex programs from initiation to delivery through careful planning, schedule management, influencing, and communicating status and issues to key stakeholders. Adept at handling a variety of challenging situations and team dynamics in order to successfully complete programs within scope, schedule, cost, and quality.

Milpitas, California, Us

Manage a complex hardware/software product development program in a geographically distributed, matrix engineering environment. Work closely with all functional teams throughout the organization to deliver products, solutions, and services to a global customer base. Develop and maintain detailed program schedules and resource plans. Promptly identify and resolve cost, technical, and schedule risks. Provide the management team with periodic status updates. Guide products through a formal product life-cycle management process (from concept through end-of-life).

San Jose, Ca, Us

Hired to enhance a New Product Introduction (NPI) program management framework for all engineering, operations and product management activities including templates, methodologies, and a centralized repository of project information. • Lead the product and engineering teams, aligning and acquiring resources to meet the corporate product goals. Motivate and inspire the program team to overcome obstacles in driving their initiatives to completion. • Manage programs by partnering effectively with all departments including marketing, sales, support, engineering, operations, and supply chain management to plan product release and deliver high quality products on schedule. • Communicate with the executive team and all levels of the organization in a scheduled weekly meeting to report on progress and status of various programs including decisions on escalation issues impacting products and programs.

San Jose, Ca, Us

Recruited by the Director of the Serviceability Team to lead the service optimization initiative to improve customer satisfaction and reduce service costs. Responsible for developing a set of benchmark requirements to optimize product serviceability by identifying the service gaps and tracking product improvements through implementation and deployment.Managed 8 people in a matrix team. Reported to the Director.Foundational Serviceability Requirements• Led the initiative to design and develop a framework to reduce and minimize service requests for diagnostics, troubleshooting, migration, configuration, and maintenance; leveraged the process throughout Cisco organizations.• Analyzed and grouped ~2K product requirements from Product Requirement Documents and historical materials. Distilled the list to the key 38 baseline, strategic requirements, and collaborated with engineering on gap analysis.• Authored, established, and documented the company-wide serviceability engagement process. Collaborated across engineering, TAC, customer service, product management, and escalation teams to launch the initiative.• Identified $97M support cost avoidance over 3 years by initiating and leading serviceability optimization for Cisco's routers and switches which comprise 70% of Cisco's total product portfolio.• Became a change leader in establishing best practices for inclusion of serviceability in engineering design. Implemented an engineering 'self-service' model and applied it to the remaining 30% of Cisco's product portfolio.• Developed a consistent set of serviceability requirements and a process for integrating serviceability earlier in a product's lifecycle. Engineering Product Development used this as a guide for new product design and development.

San Jose, Ca, Us

Initiated and executed a new leadership role for the CDO, a corporate organization responsible for the strategic initiatives for all engineering groups. Designed and developed standard policies, metrics, and methodologies across all engineering groups to improve customer satisfaction with software quality across Cisco’s product line.Managed 10 direct reports and a matrix team of six. Reported to the Director.Customer Satisfaction Metrics Dashboard• Expanded the existing dashboard capabilities and business value by defining additional value-added requirements. Broadened audience value by increasing access, credibility, receptivity, and transparency across the organization.• Improved usability and functionality by incorporating trouble-ticket metrics, client usage metrics, roadmaps, documentation, training, and an engineering forum. Provided visibility into how the metrics were calculated.• Adoption of the Customer Satisfaction Dashboard by corporate-level executives, Engineering, and Quality influenced and secured support for a multi-year, best-in-class software quality methodology.• Achieved 20% improvement in software quality customer satisfaction scores by highlighting key software quality measurements and providing dashboard metrics transparency.'Customer Experience Board' (CEB) Creation• Established and coordinated an executive CEB representing all engineering groups to provide a strategic and integrated view of the business, and drive software quality engineering improvement companywide.• Drove policy standards across 25 siloed and independent engineering teams.• Influenced the design and development of a multi-year, 'best in class' methodology which was approved by the CEB and used to track software quality performance as an additional metric of corporate goals.• Achieved ~40% software quality improvement in FY09 by sharing best practice methodologies with engineering groups experiencing software quality problems.

San Jose, Ca, Us

Assigned a dual role in the Internet Operating System (IOS) division to improve software development and provide lab support services. Responsible for improving software development performance with new tools and methodologies to optimize source code. Established policies and procedures for managing lab operations in San Jose, CA and Raleigh, NC.Managed 30 direct reports in San Jose, CA, Raleigh, NC, and Chennai, India. Reported to the Director.Software Performance & Optimization• Influenced senior management of the need to scrub IOS code of unnecessary ‘include’ statements. Characterized the baseline performance and estimated a reduction goal in compile time.• Reduced compile time 25-50%, and received corporate achievement recognition by developing a methodology to optimize the performance of IOS (Cisco's main operating system across all products).• Led a team of software developers in San Jose and India to improve software developer productivity by automating source code optimization.• Led a team of system administrators that reduced IOS software development time by 15%. Worked with the IOS modularity group to provide a separate development environment and tools.• Initiated and obtained partnerships with Klocwork, RedHat, QNX, and Electric Cloud for software tool support.• Reduced software development server costs tenfold in one year by replacing UNIX servers with x86-based Linux servers for flexibility and processing speed.Lab Support Services Management• Improved software feature development, and reduced the overall budget 10% in one year by broadening the lab management scope from San Jose to include Raleigh, NC; oversaw new feature and defect replication and testing.• Grew cost savings from $3M to >$50M in one year by initiating and authoring a business plan and schedule to implement an online lab asset tool; enabling shared access to required test equipment across lab locations.

San Jose, Ca, Us

Joined Cisco as a Hardware Engineer and rapidly promoted through three levels of management in three years in the Corporate Compliance organization. Responsible for leading the global compliance team to ensure that Cisco’s products met regulatory requirements in global markets.Managed 60 people in Asia, EU, and US. Reported to the Director and to the VP, Corporate Quality.Worldwide Lab Accreditation• Developed and executed a strategy to gain accreditation for in-house lab compliance testing worldwide.• Saved $2.5M in annual external testing services costs by gaining worldwide accreditation of the Manufacturers’ Telecommunication Certification Lab three months ahead of schedule.• Developed a $10M world-class test facility and grew the group from five people to 60. Enabled comprehensive global regulation testing, and secured a dedicated building for all types of compliance testing.• Accelerated development by trimming product development time by three months with Cisco’s in-house lab.Worldwide Standards Participation• Transformed the organization from an embedded engineering outsourced model to an elite team of testing and policy-setting SMEs. Repositioned the product compliance design engineers from this organization to the BUs.• Influenced worldwide regulatory standards by corporate membership on global standards boards.• Simplified regulatory requirements by establishing global standardized requirements and testing procedures.• Played a key role in influencing FCC position on European Union lab accreditation and recognized by U.S. and European standards bodies as a key contributor to current standards.• Authored and submitted a 'Notice of Proposed Rule Making' to the FCC for regulation standards changes; initiated a coalition with Apple, HP, and IBM to update the telecommunications regulations.

Blue Bell, Pennsylvania, Us

Senior Product Manager - Cisco Services (2011 – May 2014)---------------------------------------------------------------------------------------1. Foundational Serviceability Requirements (FSR) 1.02. FSR 2.03. FSR Governance4. Serviceability Fiscal Portfolio Planning5. Network Services Serviceability Portfolio Team Lead6. SW Quality Transformation7. Foundational Serviceability Adoption8. Empowering TAC w/Serviceability Best Practices (aka CBABU CER Empowerment)9. Productivity Task Force10. MTTR Metric Formulation11. Impact Analysis Template12. CSAT Deep Dive Best Practice – CSAT impact to Serviceability13. Whiptail Acquisition integration14. SourceFire Acquisition Integration15. BroadHop Acquisition Integration16. Wireless Product Release 7.2 Serviceability Requirements17. Wireless Product Release 7.4 Serviceability Requirements18. Wireless Product Release 7.5 Serviceability Requirements19. Wireless Product Release 7.6 Serviceability Requirements20. NGWC Wireless Product Serviceability Requirements21. Social Miner Serviceability Requirements22. Solution PortfolioSenior Manager, Engineering - Chief Development Office (CDO) (2006 – 2011)---------------------------------------------------------------------------------------------------------------1. Customer Satisfaction Dashboard2. Release View Dashboard3. SW Quality Dashboard Transformation4. Customer Satisfaction Metrics5. Customer Experience Board6. Best-In-Class Methodology7. Product CSAT Improvement Initiative8. Quality Success Track9. Quality Analytics10. Engineering Project Management Tool