Focused on operations and business performance for GWS | Data Center Solutions in the Americas.

Division Transition DirectorAs a Division Transition Leader, managed team of Global Workplace Solutions (GWS) transition professionals to create value and ensure successful business outcomes.

Managed all aspects of global sales organization including operations at two distribution centers and nuclear quality program for material provider of high-energy pipe and steel components with full P&L responsibility. Ensured efficient and effective business operations while monitoring personnel and equipment resources; aligned goals to support strategy while enhancing business analytics to measure performance. - Restructured organization to maximize mission efficiencies. - Rebranded company with new vision and plan to highlight key market differentiators. - Published comprehensive Strategic Plan to provide direction and foundation for future success. - Implemented goal-based organizational performance management system to create an atmosphere for excellence.

Managed all contract/purchase orders for global distribution sales; led team of project managers and Houston Distribution Center personnel. Executive Team member integral to Board planning. - Designed and built project management capability to enhance execution of large, complex, and high risk sales orders of high-energy pipe and steel components; successfully transformed industry standard for execution excellence. - Project Director to delivered four sets of Reactor Cool Loop (RCL) components for Westinghouse’s new AP-1000 nuclear reactor; worked closely with Italian manufacturer in Milan to ensure successful project outcome. Authored mid-course lessons learned and provided oversight for Nuclear Regulatory Commission on-site assessment. - Conducted rapid turnaround of distribution center by implementing standardized procedures to enhance efficiencies; published operations playbook and implemented new safety program to reduce personnel hazards.

Managed team of 50 global project managers conducting $200 million in project activities annually. Performed end-to-end services for planning, transactions, design and implementation of real estate projects in 25 million square foot portfolio covering 14 states and 6 Latin America countries. - Directed integrated team on $500 million project to ensure flawless execution of 30-story 1 Bank of America Center delivery - on time, on budget - serving 3000 associates. - Led team to implement significant cost savings through rigorous lessons learned program achieving 8% budget reduction during $115 million 20-story Corporate Center renovation project. - Directed disciplined approach to design and build-out 175,000 square feet of “bank standard” workspace in Costa Rica and Mexico at “offshore” price; positively impacted worldwide space standards and ability to leverage global talent. - Led self-managed project team to deliver 21% savings during design and construction of $25 million project of like scope and timing; efforts generated future savings across portfolio.

Charter member of newly established Project Management team; built governance model to provide oversight of end-to-end activities in 2000 person organization. Designed team structure; led key workplace initiatives. - Led a multi-function strategic planning group to assess client needs, capability gaps, and improvement opportunities for business strategy impacting 4800 associates. Performed complex financial analysis of $220 million program; directed real estate transaction to maximize client and shareholder benefits. - Analyzed cost to implement new workplace design standards; identified 9% cost savings of $100 million program annually; approved by CAO. Managed change across 270,000 person organization. Significantly reduced life-cycle workspace cost while enhancing functionality, sustainability and brand elements.

Directed all aspects of Naval operations for 20,000 deployed personnel operating in the European and African theaters. Supervised 350 personnel responsible for naval theater strategy, policy, and operations in 91 countries; managed $12 million multi-national training program. - Established and led 24/7 Crisis Action Team during 2003 Gulf War to direct operational forces operating in Mediterranean Sea, provide security of Suez Canal and protection of all Navy assets operating in theater. - Appointed Chief of Staff for five-nation humanitarian exercise in Tbilisi, Georgia. Supervised 400 personnel across Black Sea for first-in-kind engagement promoting interoperability and cooperation among nations. - Planned and executed operations merger of two 500-person organizations in different countries to form a new “combined” organization at a third location; resulted in 40% manpower savings. Headquarters transformation conducted while maintaining seamless command and control over all theater assets.

Led an amphibious ship of 900 Sailors and Marines operating under demanding deployed conditions in support of national strategy objectives. Provided oversight of $2.5 million annual budget. - Prioritized and managed funds for a $20 million ship overhaul with compressed four-month timeline for 30-year-old ship. Provided direct oversight for steam plant repair, communication systems installation and structural modifications. - Prepared ship for comprehensive “in-service” inspection which covered all aspects of ship’s material condition and ability to carry out mission; resulted in “vast” improvement of ship’s operational capability.

Directed 17 department heads of a nuclear powered aircraft carrier with 5000 embarked personnel. Formulated operating policy and guided all actions of the organization. Prioritized improvement projects and set high standards of excellence. Provided oversight of all complex evolutions and managed an annual operating budget of $126 million. - Accountable for exceptional facilities support to eight squadron, 70 aircraft, 2000 person Air Wing and Flag Staff for extended overseas operations in Mediterranean Sea and Arabian Gulf; hands-on leadership ensured the highest standard of customer service were provided. - Controlled team of senior managers during extended overseas aircraft carrier deployment to plan for services, security, and host nation engagement during ten European and Middle East port visits; all key aspects of each $300 thousand visit were executed with precision. - Student, Navy Nuclear Power School (1997-1999)

As Commander and pilot led 12 jet FA-18 Hornet squadron of 200 personnel, directing all aspects of squadron operations and maintenance. Operated at sea across globe; managed $5 million operating budget.