Provides executive leadership for Prometric’s Risk Management, Data Privacy, Business Continuity and Security Operations. Works across Prometric’s global leadership teams to ensure regulatory and internal compliance standards are measured and met consistently, including but not limited to, PCI, SOC2 Type2, ISO 22301, ISO 27001, and other progressive security and Information Technology related audits and standards.

Provide strategic leadership and direction for all aspects of Global Operational, Technical and Security related services for a network of worldwide testing locations and corporate offices. Maintain P&L responsibility for $100M+ annual investment in support of 10K+ testing sites and 1K+ professionals across various roles and levels. Partner with internal and external stakeholders to cultivate strategic relationships and innovative solutions to further transform the testing industry and related service. Recruit, train and develop highly engaged and effective global leadership teams to help actively drive progressive and transformative business results.

Led and managed $15M investment in providing exceptional customer service on a global scale. Including team of 400+ remote customer support specialist across 7 regional locations (India, Malaysia, China, Korea, Ireland, USA and Japan) to meet or exceed contractual Service Level Agreements and non-contractual Service Level Objectives. Architected and led a 2-year transformational roadmap for Testing Accommodations operations from service known for exceptions to a team known for exceptional service. Converted operation from typical call center to more personalized one on one support and service. Developed standard protocols to improve consistency of service and early detection of risks resulting in 35% improvement in team effectiveness and 50% improvement in productivity enabling nimble support of explosive growth in customer population without requiring incremental investment; $1.5M in annual savings. Member of 4-person leadership team responsible for the establishment of the Prometric Operations Center, a $11M investment in transforming operations while delivering $5.8M in savings. Project included relocating various distinct Operations from 3 remote offices (150 employees) into a single newly built office, hiring 100 new staff, establishing a new culture with a foundation of transparency, collaboration and driving progressive operational results. Exceeded all operational targets and achieved ROI 18 months ahead of schedule. Appointed Chair of Prometric’s Incident Management Team (IMT) for 5years; team responsible for managing Prometric’s response (proactive and reactive) to manmade or natural disaster that threaten normal operations or employee safety.

Transformed team of 150 multitiered technical support staff from 8 locations around the globe (India, China, Netherlands, Korea, US, Japan, Malaysia, South Africa) in support of test center network of 10k+ sites around the globe. Defined formal quality standards for customer support and drove quantitative and qualitative improvements in customer satisfaction (15%) as well as operational efficiency (10%) resulting in $1M+ in annual savings. Led the transformation of department from “cowboys shooting from the hip” to a highly valued business unit. This was achieved via four distinct but interconnected strategies; 1) developed formal employee assessments program based on customer service orientation and technical competence to help recognize top performers while identifying and addressing lower performers, 2) implemented direct customer survey to help evaluate / improve service quality by providing quantitative and qualitative agent level feedback, 3) introduced management by scorecards including additional quantitative methods to measure and drive operational precision, 4) developed internal marketing and employee recognition program including monetizing improvement efforts and providing business oriented communication to stakeholders. Spearheaded strategic initiative to document and celebrate company level Vision Mission and Values; resulting in improved employee morale, engagement and new talent acquisition.

Directed all operational and financial (P&L) aspects of Business Analysts, Software Testing and Quality Assurance Teams across two remote locations (Baltimore Maryland and St. Paul Minnesota), responsible for protecting production uptime, release schedules and end-to-end software and infrastructure releases. Improved success rate of software releases by 25% while also reducing time to market by 10% by standardizing processes, procedures and methodologies to reduce upstream operational delays/waste. Developed the business case ($2.5M) and led the introduction of load, performance and resiliency testing for live production systems. Spearheaded the development of formal Software Development Lifecycle; established quality gates and formal trend analysis and reporting. Created a statistical model to help evaluate, track and predict and reduce product release risk throughout the lifecycle.

Reshaped production support operations by developing end-to-end (Dev to Prod) strategy to help shield the known good while enabling more nimble and consistent support for rapid release of new products and services. Established progressive standards and drove adoption for knowledge acquisition and transfer throughout the product/service Lifecycle. Piloted new resource planning strategies to help improve team throughput by 20% while recognizing and rewarding project teams for “flawless” delivery. Partnered with cross-functional teams to help define and champion joint measures of success and drove successful grassroots adoption. Re-energized engineering staff and introduced culture of cross-training to improve competency and proficiency levels across disciplines (Microsoft, Unix and Novel) resulting in improved employee productivity (25%), morale (15%) and retention by (10%); net $2.5M savings annually. Spearheaded the implementation of a “Patch Management and Maintenance" stagey to help ensure consistent timely and effective patching production systems without risking production downtime or system stability.

Managed $8M Sales Support Operation, including P&L responsibility for team of 15 consultant level systems engineers providing onsite and remote technical support. Supported Sales Team in achieving sales quotas and strategic partnerships across the state of Maryland, Virginia and the DC Area. Improved overall profitability of engineering operations by 30% by focusing on employee engagement, training and overall productivity resulting in 50% increase in customer satisfaction and 70% improvement in employee morale and retention.

Implemented, trained staff and managed all aspects of Geographic Information System (GIS) including software, hardware and data analytics; $3M investment. Developed and managed partnerships with local and state agencies to collect and evaluate various data sources in support of building reliable information to create and refine Student Assignment Attendance Boundaries. Developed and presented strategic Student Assignment Plans to Superintendent, School Board, parents and general public. Improved public confidence by transparently providing fact based data analytics and multi-year strategic plans. Reduced student transportation costs by $1.2M annually while also improving service consistency.

Managed team of Systems Engineers (hardware, software and network infrastructure) in support of deploying and supporting Desktop PCs and Local Area Network to all public schools and administrative offices in 180 locations across Baltimore City. Led the retirement of legacy systems (including IBM 4381 Mainframe and System 36) and implementation of Wide Area Network (WAN) and related infrastructure; resulting in $900K+ in annual savings. Established formal incident tracking and management system for service requests as well as Problem Management and Service Level Objectives and Agreements.

Managed Mainframe backups, all large print jobs (report cards), ran nightly jobs and operations. Reduced operating expenses 5% ($200K) by eliminating paper waste associated with large print jobs. Improved partnership between developers and Data Center Operations by developing formal escalation paths and internal Service Level Objectives (SLO).