Assist bid teams on complex infrastructure transactions, new business pursuits and account renewals. Prepare executive briefings on profitability expectations by highlighting operational and commercial risk. Work with bid teams and transition teams to insure smooth transition from contract negotiation to start-up. Implemented streamlined solution and cost review process. Owned pipeline of over $2 Billion representing 50 + transactions. Results includeImproved Profit Margin by $27.6 Million on winning transactions, compared to previous year which was $1.9 Million. Saved bid teams over 20,000 hours of mantime due to streamlined process improvement

• Developed and executed account improvement plans for NII, a large multi-national communications company, working directly with client senior executives to restructure relationship and a 3rd-party mediator to identify areas of opportunity. Led implementation of complex computing environments to support rollout of new 3G technology in Brazil market, at a time when the project was months behind schedule and local relationships were severely strained. Results: Improved relationship and client expectations by building a framework to restructure account and leadership structure, with changes to key leadership positions. Resolved major issues that were preventing completion of the computing platform. Executed relationship turnaround and insured computing environments were built to client specifications on time.• Enterprise Lead for AT&T Account (Client Relationship, Contract Management, Growth) Completed shutdown and transition of $300M infrastructure outsourcing deal over 6-month period. Results: Placed key resources in other positions within the HP community, exceeded profit objectives, completed the project ahead of schedule and within budget, and with client recognition of a successful transition. Over 50K desktops and over 5K servers were transitioned to another IT provider.• Secured and delivered a strategic migration opportunity at AT&T while transitioning out of the AT&T account: HP was selected to consolidate 1500 servers to meet client power and space reduction goals, in a larger data center consolidation program involving over 14K servers.

Responsible for Client EDS account, which was designed to treat the EDS internal infrastructure operations as a client. Managed EDS Global infrastructure operations which included over 100,000 desktops/laptops, as well as all internal Mainframe and midrange operations. Guided Operations teams across the globe on all strategic initiatives that were prioritized by the Office of the CIO.

Completed major restructuring initiative for all EDS US Operations BPO and ITO delivery teams. Worked with Mckinsey Co. consultants to analyze and implement organization change through all US operations teams. EDS US delivery operations. Recommended to EDS senior leadership team a streamlined organization, which improved accountability from service teams and allowed leaders to determine opportunities for improvement in staffing levels.

Responsible for all delivery for portfolio of accounts totaling over 400 Million dollars of annual revenue. Specific responsibilities included customer satisfaction, profitability and revenue growth and people development. Accounts were grouped based on size , as well as product and service offering. Analyzed and recommended structure of offerings, including selling off of non-strategic offerings. Exceeded corporate customer satisfaction goals, revenue and profitability targets.

• Implemented Global Delivery Model for EDS / Coca-Cola accounts in Europe, Latin America and the US ($67M per year), establishing communications and escalations processes and financial processes and analysis to review Enterprise-level performance. Results: Improved profit by add-on business, and improved customer satisfaction, by increasing local account teams’ ability to leverage broader organization.• Analyzed all Web Hosting SE (US) clients (15) for improvement areas in customer satisfaction, service delivery, and financial performance, then implemented operational processes for consistency of delivery and necessary escalation points. Results: Improved overall customer satisfaction, and improved overall margin performance by 5% while increasing overall revenue by 10%.

Responsible for multiple accounts in North and South Carolina. Developed Account Managers, acted as escalation point for clients and employees. Drove revenue growth, profit improvement and expanded EDS presence with clients• Instituted significant new Employee Retention and Career Development Programs at EDS, rolled out to the entire EDS division (50 accounts). Learned new job code classification methodology; assembled all necessary information; set up training seminars educating trainers to the level of senior EDS leadership; and developed employee development accounts. Results: Voluntary turnover rates held at less than 5% at the account level, strikingly below national and corporate averages (over 20%); each employee quarterly had a chance to discuss job satisfaction, salary or job concerns; over 1500 employees were given new, improved job classifications to assist in career development

• Turned around damaged relationship with Saab Cars account for EDS as senior IT executive. Results: Increased revenue by $5M; exceeded corporate forecast by 50%; improved client satisfaction by 20% and employee satisfaction by 25%; awarded EDS Leaders Inner Circle (highest leadership honor).• Restructured non-performing Frigidaire Home Products account for EDS as senior IT executive. Created Y2K project management office, deploying EDS customer-serving team of over 100 in less than 4 months. Client’s Y2K readiness was assessed and managed throughout 1999 and into 2000. Results: Client customer satisfaction improved by 15%; exceeded corporate forecast by 60%; added $10M in revenue. Client did not terminate contract, had no major failures, and was able to give assurances to its suppliers and customers ahead of century turn.

• Led ERP Implementation at Detroit Diesel. Published National APICS publication for the project. $20M project delivered on time and within budget; business savings included staff reductions, inventory reductions and improved cash flow. Industry averages determine that 80% of these implementations are not successful; selected to deliver one hour lecture at user’s conference..