Manage support operations for all product lines for North, Central and South America. Develop and manage to support metrics to improve overall client experience. Work with engineering teams to proactively remedy hardware, firmware and software issues for all product lines.• Designed and implemented metrics-based support program for the customer service organization.• Instituted professional learning program for all technical support agents.

Manage executive escalations for all product lines to prevent client turnover. Work with Product Management and Engineering teams to remove root causes of escalations. Work with Global Technical Support managers to develop standard operating procedures relating to both executive escalations and their root causes to reduce time to resolve for executive escalations. • Reduced executive escalation mean time to resolve from over 30 days to less than 6 days.• Redesigned executive escalation process to improve scalability and increase visibility of escalated cases throughout the organization.• Developed one source of truth for executive escalations.

Senior manager for a k – 12 education assessment company. Created and managed a team designed to deflect inbound service contacts and increase the efficiency of operations.Highlights:• Created a development sub-team that reduced the turnaround time of database operations requests from an average of 1.5 weeks to less than 1 business day by automating basic requests through a database software tool developed using agile methodologies.• Stood up a self-service portal for clients that had over 5000 hits per day, and removed the necessity for large groups of contract support agents during peak periods.• Created a sub-team tasked with contacting clients to identify points of improvement in the product. Embedded personnel in other teams to insert identified improvements into our products, removing the source of thousands of support contacts.• Instituted chat as a more efficient method of contact for support clients, allowing for the overall reduction of required support agents.• Improved the knowledge base of the organization, reducing turn around time on articles to less than 1 business day. Made hundreds of articles public, increasing self service contacts to significantly more contacts than support teams experienced on a weekly basis.• Took advantage of existing phone system technology to allow technicians to participate in remote work programs. This allowed development teams to expand and decrease development cycles without an increase in office space.

Managed all back-end operations for a renewable energy monitoring company. Lead a team that reduced the overall cost contribution of operations to the company by increasing the efficiency of all hardware and software deployments and reducing support requirements.Highlights:• Created production teams that decreased the turn-around time for deployed hardware and software packages from 2 weeks to 48 hours using lean methods.• Instituted a ticketing system and processes for all operations teams that reduced open support cases from hundreds to less than 25 overall, reducing the need for large operations staff.• Revamped inventory management so overstocked items were reduced by 50%, inventory turns were increased by 25%, and returned items were reduced by 60%. • Created a vendor team that negotiated new vendor contracts, reducing our base hardware cost by 45%.

Managed the support function for a software productivity application for smartphones. Changed structure of support team for maximum efficiency and minimal cost contribution.Highlights:• Created a tiered support structure that increased the capacity of the support team while reducing call turnaround time from over 7 to less than 2 minutes.• Outsourced via RFP the support for Europe and the eastern United States to increase support hours and client satisfaction, as measured by survey.• Stood up a new ticketing system which increased call handling efficiency by allowing for automation of basic and/or repetitive tasks. • Created feedback loop for support call generators into the development team, reducing inbound support contacts by 20%.

Managed the IT Infrastructure department’s combined service/help desk for the University. Trained University stakeholders in technologies that maintained a relevant teaching environment for students, while developing a service centered approach assisting individuals at the help desk. Highlights:• Deployed equipment and software to, and trained Faculty and Staff in new interactive, “high-technology” classrooms which allowed for utilization of teaching assets in addition to textbooks. Student bodies could now be comprised of both in class and remote students.• Instituted a training program for help desk staff that addressed the basic technology needs of University stakeholders. Turnaround time for reported issues decreased by 45%, and client surveys reported an increase in satisfaction with help desk assistance.• Stood up a self-help knowledge base for University stakeholders, decreasing walk-in traffic to the help desk by over 40%.• Managed the web development team on an interim basis until a permanent manager and additional staff could be hired. Put processes into place that allowed the team to increase their velocity on projects and complete them on time with reduced staffing.

Support Technician, Portland State University August 2005 – August 2007Project Manager, Construction Lending Corporation November 1996 – August 2005Department Supervisor, BT Office Products October 1994 – November 1996Manager, Rubenstein’s Furniture Company October 1986 – October 1994