As Senior Director of Commercial Experience I am responsible for leading a team of process architects and analysts focused on driving process and system development projects aimed at improving the Sales Organization Employee Experience, including Sellers, Customer Success Professionals and Partners. This team is critical to enable high performing commercial and partner channel teams by unlocking high-value time that can be focused on driving increased revenue. • Lead Transformation Initiatives by assembling and guiding cross-functional teams to drive large-scale projects that enhance the seller experience and contribute to revenue growth.• Innovate Partner Channels by developing new strategies for partner channel experiences, focusing on innovative reseller and co-sell opportunities.• Optimize Sales Strategy by formulating and implementing a comprehensive strategy that streamlines seller workflows, reduces inefficiencies, and boosts productivity.• Enhance Organizational Effectiveness by partnering with business leaders to analyze current and future states, identify capability requirements, and devise solutions that support ongoing business transformation.• Safeguard Customer Experience by maintaining the integrity of the customer and commercial experience throughout the end to end value stream.• Drive Cross-Functional Collaboration by engaging with all organizational levels to achieve both immediate and long-term goals.• Govern Employee Experience by owning and managing the overall employee experience, which directly impacts customer satisfaction.• Cultivate Continuous Improvement leading a team of Lean Six Sigma experts, promoting a culture of ongoing improvement and operational excellence.• Align Cross-Functional Initiatives by coordinating with various teams, including Sales, Marketing, Product Development, Operations, and IT, to ensure initiatives support the broader business objectives.

• Leading a team process architects and analysts focused on driving process and system development projects that improve the seller experience. • Partner with cross-functional organizations, such as Operations, Product Management, Marketing, Finance, Engineering, Operations, and IT to ensure strategic alignment on key initiatives to protect and improve the seller experience.• Developed High Value Time strategy to identify seller inefficiencies and waste, turning opportunities into projects that eliminate low value time that can be repurposed to revenue generating activities. Partner with account directors through root cause analysis to determine priority and impact to the seller and customer success roles.• Work and communicate at the executive level across the sales organization to drive strategic roadmap, project impacts, and respond to leadership needs. • Established an integrated seller experience intake request process for front line employees to submit project ideas and pain points as a funnel and backlog for improvement projects to remove friction from the sales processes and systems. In 2023, the team delivered over $6M is annualized value across 55 projects.• Developed a prioritization practice that ensures the most impactful projects are prioritized and worked on by the team. • Partner with Order Entry and Operations on projects that drive a reduction of 50% in order entry rejects and reduce corrupt time.• Aligned team with IT sales domain programs to ensure seller experience requirements, acceptance criteria, perform user acceptance testing, create job aids and training, as well as communications to the Sales organization.

• Lead a team of Connected Security Product Managers, each responsible for product management of SDWAN with partner vendors such as Versa, Meraki, and VMWare. Key responsibilities included product definition and ensuring end to end operational efficacy.• Partner with product managers responsible for Secure Access Broadband, MPLS/VPN, Internet, Cellular, Security and Enterprise Broadband services to ensure cohesive product structure and operational delivery of solutions for the customer.• Drive the development of customer and employee experience, partnering with cross-functional teams to define the operating model, end to end process solutions, and launch readiness. • Maintain strong cross-organizational collaboration with all levels of the Sales, Operations, Network, Security, Billing, Financials, Assurance, and IT organizations to ensure product offers can be supported and are in alignment with global enterprise strategy.• Level of Excellence Award for $1M product billing plus Level of Excellence Stakeholder Recognition awards.

• Responsible for developing and optimizing the company’s Hybrid Networking and SD WAN products, including Broadband, Cellular and Security Management. Lead cross-functional sessions to develop the impact assessment, processes, operational models, interface agreements, and obtain cross-functional executive approvals.• Lead a team of End to End Architects, each responsible for product development programs for their respective products. This includes driving the implementation of end to end process solutions and solving current state gaps that materialize enterprise objectives.• Develop and maintain expertise in the structure, policies, and operations of functional organizations, driving solutions to enable the organization to achieve its goals.• Maintain a broad perspective including the identification of dependencies and/or risks on a global enterprise basis including but not limited to Sales, Operations, Network, Security, Billing, Financials, etc.• Ensure change management standards are followed by maintaining a Portfolio Dashboard, Functional Planning Storyboards, and by driving effective communications with stakeholders at all levels of impacted organizations.• Received Level of Excellence Award for Profitable Growth, plus 13 Level of Excellence Stakeholder Recognition awards.

• Responsible for developing and optimizing the company’s resell offer of SD WAN prior to CTL integration. Also responsible for Hybrid WAN offer, including Broadband and Cellular. Lead cross-functional sessions to develop the impact assessment, processes, operational models, interface agreements, and obtain cross-functional executive approvals.• Responsible for identifying and driving process improvement projects focused on targeted operational/organization metrics. • Apply Lean Six Sigma to drive business value across the enterprise. Focus solutions first on People, Process and Policy, then apply IT Agile development methodology to implement controls and integrated system solutions.• Responsible for leading 7 functional Process architects, 3 Product architects and a Project Manager on multiple product Integration Programs. Responsible for generating and organizing the team deliverables, aligning each architect on their roles and responsibilities and developing the strategy for meeting Product Development program expectations on time. • Led and mentored the architects through preparing for and facilitating working sessions, obtaining approvals, facilitating events for the impact assessments, genba sessions, communications plans, process development, cross-organizational engagement strategy, as well as a structure for deep dive handoffs of the requirements to IT and Operations. • Keeping the Customer Experience at the forefront when making decisions, developed customer experience and CSAT analysis for my product family. Leveraged these key learnings and assisted peers working on the First 90 Days Customer Experience project within a critical integration program. Performed analysis of Customer Survey verbatims and provided several improvement project recommendations to the CMO for approval.• Identified and implemented several key projects that drove 25% interval reduction within 8 months.

• Led a team of six (6) Process Architects and two (2) Business Analysts responsible for managing process improvement projects for the top corporate priority programs. Drove improvements in defects, cycle time and customer experience through DMAIC, Kaizen and IT Agile development solutions.• Mentored nine (9) Kaizen Leaders through their certification program.• Implemented new Value Stream Management program. Responsible for establishing framework of tools, team structures, data collection and analysis, executive steering committee and change management. Focused on typical VSA data to calculate Inventory (WIP), Cycle Time, Lead Time, Defects, Rolled Throughput Yield, Customer Demand and Takt Time to drive decision making and project selection. • Led two lean six sigma projects that improved Defects by 25-35% and improved Cycle Time by 20% through training, data clean up, process changes and IT solutions.• Facilitated 10 Kaizen sessions that drove 30% improvement in cycle time and process efficiency through waste reduction across Sales, Service Delivery, Field Operations and Planning. • Trained over 250 business operations employees in Lean principles.• Led a DMAIC project responsible for the reduction of order defects by 50% and improving billable non-recurring charges by 80%, resulting in a financial benefit of approximately $12M-$16M annually.• Managed all aspects of the build and launch of the Process Center of Excellence, used to provide a location for employee education on BPM concepts, as well as facilitate Value Stream Assessments and Kaizen events. • Facilitated five (5) cross functional Product Family Value Stream Assessment sessions that identified hundreds of improvement opportunities resulting in 40 new projects. • Provided Subject Matter Expertise on Service Delivery domain process framework and process modeling standards using BPMS for strategic project core teams during Inception and Elaboration phases of the RUP development process.

• Responsible for providing IT Solutions for IPTV and High-Speed Broadband Product Development programs, which includes the generation of High Level Solution documentation, Layer 1 through Layer 3 System Interaction Process Diagrams as well as high level IT requirements for more than 40 applications per release. These programs required a multi-year release strategy and approved budgets of $5-7M. • Assist Product Development staff and Business Process owners to define and document concise requirements and process flows to ensure the IT solution and Business needs are in sync. • Provide mentoring and direction to Analyst I and Analyst II roles that support the IT Business Relationship Management group for new product development.

• Designed and implemented a rapid start, iterative development process across the enterprise to provide internal clients with an ability to quickly deliver solutions to market while allowing for quick response to changes in the marketplace. • Established requirements management process and methodology to ensure successful definition and delivery of solutions to new architecture platform.• Developed business process improvement/re-engineering methodology for new Enterprise Process Group responsible for Layer 0 through Layer 2 improvement efforts for each product line across the organization.• Provided Project Management support to Sales and Partner Channels to ensure project deliveries meet Scope, Schedule and Budget guidelines.

• Managed the replacement of Sales and Customer Care Management systems used by 5000+ end users. Provided concurrent usage of both tools while migration/retirement took place through 24 overlapping rapid application development releases to the new system over a 2-year period, successfully delivering the first 90-day rapid application development project for Qwest.• Detailed knowledge of system implementation processes, including XP, from initial business case through system implementation and production evaluation for application development solutions ranging in budget from $20,000 - $1M+.• Through utilization of various root-cause analysis strategies, including Six-Sigma, streamlined sales and ordering processes and reduced fallout/re-work costs by over $250,000 per month for the Wireless organization.• Led strategic planning sessions with Wireless organization and support management teams to define requirements for development, system test and cross-functional teams. Lockdown sessions typically range in size from 12 – 50 people with representation from multiple systems across the corporation, as well as outside vendors.