 Led all operational functions in support of field sales, including defining and communicating sales strategy and Go-To-Market, optimizing coverage models, driving sales process and tool adoption and compliance, streamlining sales processes to drive sales productivity, setting the cadence for internal reviews, providing transactional deal support, and analyzing and reporting on sales-related metrics including pipeline, bookings, revenue, expenses, sales productivity, quota attainment, headcount, etc. Assessed performance and up-skilled organization. Redirected team to provide strategic value as well as operational excellence in new business operations Center of Excellence (COE) model.  Launched cross-operations weekly training courses to improve team skills, to drive heightened performance levels and to clarify expectations.  Shared and adopted best practices across operations team to improve performance and results. Defined and published sales dashboard and control book to capture key performance indicators (KPIs) for the National Commercial License business. Published weekly/monthly, respectively. Drove better decision-making and reinforced accountability model.  Collaborated with developers and process owners to institutionalize KPIs in corporate Sales Intelligence dashboards to minimize one-off reporting and align to one single source of truth.

Member of the Executive Leadership Team, reporting directly to the CEOLed cross-organization transformational programs to drive operational improvements, revenue growth and improved time to cash. Initiated, authored, edited and published the Dialogic Corporate Strategic Plan to entire company. Established executive management system and governance to accelerate decision-making and to drive accountability for faster results. Defined and implemented corporate dashboard for company; publish monthly to align company around common goals and to monitor, control and improve business performance. Manage cross-functional programs, including streamlining quote-to-cash processes to improve cash flow, project-managing the fiscal year business/financial plan creation, driving pricing initiatives, and launching the new Network Fuel branding. Generated $2.5M incremental revenue and resulted in $10M cost reduction. Created and implemented the IT portfolio planning process and worked across business client groups to prioritize IT investments for maximum return.

Established a new Restructuring Program Management Office for more effective management of global, cross-functional restructuring projects to ensure delivery of results to meet targets.  Created a restructuring program management office to provide executive governance and oversight while driving more effective and consistent project delivery results through establishment of common standards, processes and reporting. Established a restructuring management system to provide a constant focus on project delivery results against plan. Developed and produce weekly restructuring progress reports for the CEO and COO, as well as executive-level monthly and quarterly business review presentations.

Built a Project Management Organization from the ground-up, putting in place foundational project management processes which radically improved project execution, delivery and client management.  Transformed IT project delivery effectiveness. Created and led a 30-person IT PMO in 3 months. Introduced portfolio, program and project management processes.  Managed $100M IT project portfolio to consolidate SAP footprint, streamline lead-to-quote process and enhance SFDC/CRM capabilities.  Completed >200 projects in first fiscal year with 100 projects concurrently in-flight. Improved on-time, on-budget project delivery from 39% to 85% in first year.  Installed key project and portfolio management processes, including: reporting, change management, resource management, risk management, WBS, time tracking, portfolio prioritization and sequencing. Streamlined governance processes, including phase/ gate reviews. Installed a single system-of-record for project time reporting and drove compliance from <70% to 99.5% and effective expense management. Conducted retrospective review of fiscal year planning process with client. Improved next fiscal year planning process based on these lessons learned. Drove project management competency, increasing PM certification from 30% to 70% in first year.

Promoted to lead a team of 14 regional business planners in recognition of cross-portfolio product management expertise and collaborative, cross-functional leadership style. Key leader driving the execution of Avaya’s new channel-centric pricing model. Defined structure, terms and conditions, and IT requirements for new volume purchase agreements targeted at 40% of customer revenue base.  Led global team of planners to create 3-year comprehensive business plan. Hailed by CEO as “Best Sales Business Plan” in his tenure. Strategic impact included major investment in sales staff. Conducted retrospective review to improve future business planning processes at Avaya. Translated business plan strategies into regional operational and financial plans. Developed metrics to track regions’ progress against business plan objectives. Published quarterly metrics to regional sales leaders to drive growth, profitability, and sales productivity.  Directed internal and external consulting teams to simplify business processes using Lean methodologies. Mapped current-state and developed future-state processes to simplify lead-to-quote and quote-to-cash processes. Defined new business and IT requirements necessary to achieve process simplification.

Spearheaded the development and execution of transformational pricing initiatives central to company's strategy. Recognized as a change agent who effectively garners support at all levels across an organization.  Completely redefined the transactional pricing model and set new price levels for 90% of Avaya’s software products. Created new software suites. Reviewed strategy, implementation plan, issues, risks and status with executive stakeholders. Increased net revenue by $45M in first year. Directed global team of pricing and product management experts to create a consistent global pricing structure for company’s entire portfolio of products (hardware and software). Increased annual revenues by $35M. Successfully navigated politically sensitive landscape to achieve these results. Launched competitive price benchmarking analysis which drove more effective pricing decisions.  Defined new services offer framework, policies, pricing structure and price levels. Benchmarked software industry best-practices for software support services. Fundamentally altered company’s understanding of channel partner margins by analyzing the impact of new services offers on Avaya’s partners compared to competitors’ partners. Recommended new, global channel incentives. Presented to executives.

Hired specifically to lead Avaya’s flagship Voice-over-IP (VoIP) software product launch.  Launched Avaya’s largest software product in 15 years -- based on Voice-over-IP (VoIP) technology.  Led product management team responsible for $250M product line. Managed $31M R&D budget, feature definition, product roadmaps, delivery schedules and overall portfolio planning.  Implemented software licensing and introduced customer-downloadable update capability. Benchmarked product capabilities against key competitors. Restructured software offers from à la carte, feature-based model to software suites with per-user prices.  Launched Avaya’s first Session Initiation Protocol (SIP) product, the SIP Enablement Server. Expanded product line to include new conferencing capabilities acquired from outside vendor. Partnered with external vendors to introduce call recording capabilities and open-source OS.

 Developed the business plan for Lucent New Venture Group’s largest and most profitable spin-off company, resulting in $50M Venture Capital Funding and >$1B revenue commitment by Lucent. As interim head of business operations, led a team to define critical business processes and tools required for successful company operations. Presented plan to the Board of Directors. Created business plans and conducted due-diligence for potential wireless spin-off companies.  Secured the approval of key Lucent executives for spinning off the 98-employee amplifier business. Established the organization design and executive recruiting profiles to support business plan goals. Teamed with HR experts to create the employee communication and compensation plans.

Promoted to launch new cell site products to the nascent wireless market. Product revenue grew from $250M to $1.2B in first year. Led a 7-member product management team to deliver new Code Division Multiple Access (CDMA) technology base stations to the emerging global PCS market.  Managed $1.2B product line, including: product pricing, R&D budget, hardware feature definition and delivery schedules, strategic planning, and factory demand forecasting. Exceeded 1998 revenue target of $1.1B by >10%; improved profit margin by 10% (1997-’98) Worked directly with customers from concept to completion. Delivered customer presentations, defined customer product and delivery requirements, developed and analyzed business cases, and established product pricing and cost targets.  Received U S WEST customer team appreciation award for developing new PCS base station  Defined the product direction and market priorities for delivering new products to wireless networks (e.g. Microcells, Repeaters, Tower-Top Low-Noise Amplifiers, and In-Building Distribution Systems).

 Created 5-year strategic plans for Avaya’s call processing software, for Lucent’s PCS CDMA base stations, and for AT&T’s outside plant businesses which guided short-term operations and long-term development, including expansion of factory capacity. Led systems engineers to define high-level requirements and new features for Lucent's OneBTS base station platform targeted to serve third generation wireless markets (UTRA, CDMA, EDGE).  Established customer segment priorities for Third Generation (3G) Wireless product delivery, including technology trade-off analyses to determine which 3G technologies to develop Collected, synthesized and presented market size estimates and analyzed the impact of new technologies (Wireless, Broadband Fiber/Coax, ADSL, HDSL) on the Lucent/AT&T's outside plant business. Identified new product development opportunities that leverage these technologies.

 Designed Outside Plant enclosures and thermal control systems / mechanical packaging for Voice Switching Equipment Awarded Patent #4,988,834 for cable sealing system Designed a new modular distribution terminal and patented cable sealing system worth $20M in annual sales. Worked with customers to define design requirements, established cost objectives, scheduled milestones to ensure on-time product delivery, and analyzed design manufacturability. Selected as resident expert designer for 3-month manufacturing internship assignment

 Programmed a CNC machining center to machine a complex aluminum die-cast printer head. Designed an innovative new faceplate for manufacturing lathes to reduce out-of-round quality rejects.

 Supported senior industrial engineers in daily activities. Performed lab safety inspections and manufacturing time studies.  Proposed improved manufacturing line layout.