Recruited by the COO to implement enterprise-wide processes and improve EBITDA. P&L responsibility for 25% of a billion-dollar business. Oversees 10K+ direct and indirect employees servicing 7K locations.• Built a leadership team and created a new regional structure, assuming P&L responsibility for operations in 10 states and Puerto Rico. Deployed an organizational structure, creating role, responsibility, and escalation clarity.• Developed and executed integration of four (4) acquisitions and saved $15M by collapsing the siloed management structure, maximizing employee capacity, and integrating legacy systems into one unified platform.

Led $150M P&L of a Fine Arts division while overseeing cross-functional teams in a matrixed environment, including IT, Finance, Human Resources and IT. Used comprehensive documentation and advanced technology solutions to reduce defects, grow revenue, and improve margins for global business. • Transformed $150M Fine Arts acquisition by changing strategy and mindset to best-in-class business operations and client service. Grew service margin by 120% and EBITDA by 72% within three years. • Conducted due diligence to acquire a UK crating, a Hong Kong storage and services business, and a US transportation and logistics company.

Global Operations Support responsibility for B2B and B2C global entertainment and fine arts business serving institutions, artists, galleries, private collectors, studios, and musicians. Asked to lead expansion of business globally as VP of Global Operations. • Developed a proprietary-web-based system that enabled alignment analysis between employee tasks and active requests by client orders.

Collaborated with internal, partner, and logistic networks to facilitate the recycling and remarketing of client hardware and other electronic assets. • Grew the ITAD program from 5 to 18 countries by building in-country capabilities internally and with partner networks. • Acquired the second-largest competitor in Data Management, led the integration, and improved profitability through synergies of functions and geographies.

Developed and executed strategic plans and business roadmaps to support field-based data management functions. Standardized operating methodologies, set KPIs, created reward systems, and built enabling technology.• Achieved $27M in cost optimization, including $20M in incremental recurring revenue annually (2014 - 2018) by simplifying, combining, automating, and eliminating activities.• Led operational startup and ongoing support for Fortune 100 technology clients’ worldwide data centers.

Recruited internally for a new role focused on financial services with dotted-line reporting to the CEO. Built a strategic roadmap to capitalize on new regulations to support clients’ compliance needs for a full-service downstream partner. • Standardized third-party risk assessments and information security protocol programs for financial service industry clients while preparing the company for industry and regulatory audits. • Led the company’s first examination by the Federal Financial Institutions Examination Council (FFIEC), creating repeatable processes and procedures. ADDITIONAL EXPERIENCEGlobal Account Executive: Data Integrators, Iron Mountain (2006 - 2007)General Manager: New York Metro, Iron Mountain (2002 - 2006)Branch Manager: Research Triangle Park, Iron Mountain (1999 - 2002) Department Head, BGF Industries, a Porcher Industries company (1996 -1999)