Recruited to transform gusto’s Customer Experience (CX) organization through Lean Six Sigma continuous improvement methodologies. Built and led a team of 6 process architects. Example results: • Redesigned tax resolution SalesForce processes; results: 190% solves/hour increase, 32% of cases auto-solved• Designed and implemented enhanced concession policies and procedures resulting in $350k savings (over 6 months)• Simplified Gusto-as-a-Broker service delivery processes and tools resulting is a 42% cycle time reduction • Developed Lean Six Sigma-based coaching program for CX leaders; e.g. results: 35% reduction in on-hold cases

CenturyLink rebranded as LUMEN. Accountable for the management of LUMEN’s IT Services Agreement with IBM (development, maintenance and support services for ~350 applications; and mainframe management and support). Responsible for all facets of the relationship including contract negotiation and changes; performance management and tracking (SLAs/SLOs); invoicing; acquiring project funding; and leading the design, development and delivery of application decommissioning projects.• Directed effort to change tax methodologies resulting in annual savings of $335k & retroactive tax credit of $830k• Project managed the decommission of 40 applications resulting in an annualized contract savings of $268k• Led successful application migration for invoice processing; accountable for internal and external change management • Eliminated need for internal time tracking on SOWs resulting in significant time savings for internal teams and vendor

Accountable for ensuring CenturyLink’s CIO executes against the digital transformation strategy. Responsible for IT’s global location strategy and plan, ensuring we maximize collaboration through implementation of agile work spaces and technology. Owner of the internal and external change management and communication plans guiding employees, customers and partners through our digital transformation. Built and led a team of 2 project managers.• Designed global location strategy (~1,500 people) maximizing collaboration through agile work spaces and technology• Responsible for internal and external change management and communication plans for CTL’s digital transformation• Created all Board of Directors, global all-hands, strategic planning and C-level presentations for CIO• Participated in implementation of Scaled Agile Framework; mobilizing ~4,500 employees and contractors in 6 months

Retained through acquisition. Accountable for Business Process Improvement's (BPI) Program Management Office (PMO). Managed a team of up to 16 Program Managers who were responsible for leading and driving transformational company-imperative programs. We created winning plans to execute on current-state/future-state impact analysis, business requirement creation, User Acceptance Testing (UAT), operational readiness and change management.• Facilitated executive-level program status readouts for multiple imperative portfolios • Partnered on the development and implementation of the go-forward executive governance framework• Designed and implemented BPI’s knowledge management and program repository tools (SharePoint)

Managed a team of Global Enterprise Solutions Architects responsible for architecting IT systems solutions for major company imperatives. Partner with multiple IT organizations to execute on IT development efforts by writing use cases, writing IT features and user stories, creating end to end User Acceptance Testing (UAT) scenarios and plans, facilitating execution of UAT and planning and managing business launch support plans. Developed a standard set of templates used to guide these activities.• Directed effort to implement automation for provisioning voice services; results: 18% increase in automated functions• Redesigned work management team based on agile principles; results: 40% ticket reduction, 33% throughput increase • Accountable for many operational efficiency programs; results: shorter intervals, reduced costs and accelerated revenue• Selected to participate in and successfully completed Level 3’s Emerging Leaders Program

Retained through acquisition. Promoted to start a division that developed change management strategies for customer-impacting events & redesigned customer communication processes.• Project managed the launch of a customer communications system, aligning all customer communications globally• Developed IT system (Tableau) giving sales teams visibility into planned network outages for account planning• Managed holistic customer interaction strategy for customer impacting events as a result of the acquisition• Project managed HR, Communication, Legal/Regulatory & Change Management work streams through acquisition

Managed a team of 5 Business Analysts focused on process development and documentation for new and lifecycle product development, customer portal applications and other key cross-functional company initiatives.• Led redesign of overall product development process resulting in faster, higher quality, more transparent launches• Project managed the first 2 phases of entirely new Professional Services division to on-time launches• Project managed $200M, 7,000 route-mile fiber expansion project ahead of schedule and under budget

Brought in to turnaround and stabilize Home Depot regional subsidiary specializing in bathroom and kitchen remodeling. Overall P&L responsibility, including Installation and Inventory and oversight of suppliers and subcontractors.• In 3 months, returned company to profitability, improved VoC 29% and reduced cycle time from 21 to 10 weeks• Increased gross margin from 31% to 55% through direct labor and material improvements• Reduced labor cost 21% through operational efficiencies and performance managementHome Depot Home Services selected ReBath of Colorado as its third-party bathroom remodeling company after eliminating this division internally. Retained by ReBath to maintain operational and P&L oversight of Colorado branch based on successful track record at Home Depot Home Services.• Overall P&L responsibility reporting directly to owner; operating at 12% net profit margin at departure• Increased customer satisfaction rate from 79% to 93% through training and operational excellence• Expanded local market share by negotiating new retail agreements with Sam’s Club and Ace Hardware • Planned and executed complete startup of operations including securing and setup of new facility

Recruited to create and manage limited warranty programs for this residential real estate developer’s single-family, multi-family and senior housing projects.• Successfully managed warranty budget for $230M of residential real estate• Partnered with IT to implement CRM system used for warranty tracking & managing homeowner communication• Responsible for implementation of processes and documentation for sales of 148 senior housing cottages