Adviser: Utilize vital experience, knowledge, and perspective to contribute to short- and long-term success. Assist in client meetings, shaping goals, and crafting purposeful next steps. When issues arise, work with company (internal) and clients to devise tangible solutions.Founder: I helped small businesses sprout and thrive. A friend came to me with 2 ideas, and now he runs 2 successful companies. Together we developed the articles of incorporation, operating processes, and market infiltration strategies.One of my proudest achievements was helping to land a partnership with Westminster College, earning the company “preferred provider” status. During the negotiations I took a 1-sided contract and made it mutually beneficial. That’s what I do; I make both parties successful. Business grew entirely by word of mouth, beginning with friends and spreading through former business associates. I have worked on leases, intellectual property contracts, liability agreements, and multiple other documents used to build, grow, and protect organizations and individuals.

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Responsible for Contracts Department at Midmark including Medical + RTLS, Dental, and Animal Health. Upon becoming a part of the Midmark team, I feel my efforts have played a major role in churning out great results. Not only me, but the entire cross-functional team has worked hard toward the business goals. I have built the contracts department to encompassing the management and support of the contract lifecycle: • Review RFP + RFQ + Solicitation • Drive Requirements (Ts&Cs, Flow Downs, SOW, etc.) • Submit Compliant Proposal + Response + Estimate/Quote • Coordinate Fact Finding + Preparation/Set stage for Negotiations • Pre + Post Negotiation Strategy (Baseline for Neg.) • Successful Contract Execution + Award (Negotiation Summary) • Contract Management (Summary + Obligation Matrix + Doc. Rep.) • Support Upselling + Renewals • Expiration, Termination and/or ClosureI serve as advisor to C-Suite and Executives (internal and external) on obligations, interpretation and options in parallel with impact of risk, finance (P&L), and delivery of responsibilities. My experience and business savvy in commercial and regulatory functions aid in collaboration with colleagues in sales, engineering, operations, finance, legal, and other departments / business units while efficiently growing and managing the business.

I wanted to try life in California, so I took advantage of this opportunity to continue the negotiations I love in a new setting: the financial field. A little research (by which I mean a LOT performed quickly) had me up to speed on the industry regulations. I walked in with a contract waiting for Amazon Web Services (AWS) to supply the company’s infrastructure. Reading it gave me chills. My new company was left with all the liabilities and no recourse or vendor accountability. I don’t blame AWS; it was a standard contract meant to look out for their company. I combed through the entire document and inserted the accountability that would limit my company’s liability, moderate costs, and ensure reliable service.Previously excluded from negotiations, I brought the company’s attorney into the mix. Preemptive inclusion prevents post-negotiation problems. I made this inclusion in negotiations standard practice, and forestalled countless issues by doing so.With the AWS contract signed—PennyMac’s largest vendor procurement contract in its history—I moved on to the company’s other top priority: creating a strategic plan to renegotiate the other 910 vendor contracts to cut costs. Since the word “daunted” is not allowed to escape my dictionary’s pages, I jumped into the task. How did I do? I cut vendor expenses by 20%.Collaborating with the attorney, we rewrote the vendor procurement process. The vendor management team was sharp and efficient, so they did wonderfully with the new systems. We rewrote terms and conditions, proposal process & procedures, master agreements, service-level agreements (SLAs), relationship governance structures, onboarding, and project management guidelines. It was a complete overhaul, and the company captured even more efficiency as well as vendor accountability.

EMC hired me (prior to the Dell merger) to build partnerships among business, legal, operations and delivery by overseeing cradle to grave (lifecycle) agreements. At that time, the team reviewed contracts after signing. I quickly adjusted this, adding my team to the pre-sales discussion. This change improved profitability, reduced its liability, and freed up sales to focus on new business.My first negotiation included selling backup as a service (BaaS) to Bank of America. Always negotiating toward the future, I ensured that the agreement was easily amendable. This worked beautifully when we added storage area network (SAN) migration services and storage as a service (STaaS) to the arrangement.Once I established my expertise, the company took the leap of adding pre-sales support to global sales. This directly resulted from my ability to research, understand regulations and bring subject matter experts (SMEs) to the table. I was asked to help save a deal with Woolworths (Walmart of Australia). Told that it was “ready to sign,” the contract was clearly one we couldn’t deliver. My philosophy is partnerships can be achieved through transparency and proper negotiations. Two weeks later we had a mutually beneficial contract that we could uphold.When EMC acquired Virtustream, managed services contracts mentored sales and business development employees. I implemented prospecting, research, and negotiation processes for the brand. These changes yielded a 40% increase in contracts’ ROI.My contracts team became the enterprise-wide go-to support for contracts across Dell Technologies.

I worked exclusively on government contracts with 1 exception: arranging a drone sale—ordered by presidential decree—to the UAE. Hosting foreign professionals in a secure facility definitely makes the day interesting! On a more typical day, I handled multiple government contracts, including negotiations requiring security clearance. During my top year I closed $300M in contracts, and I consistently ranked either #1 or #2 in the region. What I’m more proud of—okay, I’m as proud of— is the culture transformation that I effected. When I joined the team, contracts overpowered discussions resulting in negative consequences, i.e. CARs. My thought has always been to involve all affected, and it caused quite a stir when I followed through by putting an Army officer on the phone with the defense contract audit agency (DCAA) to explain the impact of delay. Already a well-oiled machine, the contracts team jumped at the chance to improve efficiency and customer satisfaction. We dealt with some tough clients and negotiated military, DoD, and government regulatory agencies. Despite the myriad of regulatory bodies and stakeholders we were dealing with, bringing everyone to the table dramatically changed the team’s culture. We became an open, supportive, and collaborative team that would find a way to satisfy all parties.During this time I earned multiple sales-support awards, a leadership award, an accelerated-training program, and even the job of team trainer for the newly installed SAP system.

Healthcare, Molecular Diagnostics, Biotechnology, Personalized Medicine, and Pharmacology.

Property Management, Investment Property and Real Estate Brokerage.

Intellectual Property (IP) Law Firm: Patent, Trademark and Copyright Prosecution and Litigation.

IP Law Firm: Patent, Trademark and Copyright Prosecution and Litigation.

Global IP program for Company’s portfolio of more than 30 distilled spirits and wine brands.

IP Division of Salt Lake Law Firm