• Co-led a program, sponsored by our COO, to scale transactional processes by 20X: quote-to-order, plan-to-deliver, & ship-to-activate for leads generated by, & fulfilled through, distributors & resellers.• Designed Channel Advisory Board of distributors and resellers to increase lead generation.• Led API/EDI integration for quote, order, and fulfillment between ChargePoint, its contract manufacturers, 3PLs, distributers, & resellers• Defined measure of success for all tracks, aligning with company Objectives & Key Results (OKR)• Re-designed software provisioning• Provided process improvement consulting to all tracks.

Supported Technical Support, Supply Chain, Finance, and Construction Services.• Delivered Board’s #1 driver improvement, to settle credit cards with each EV session, instead of retaining a wallet balance. Reduced payment processing costs by 75%, avoiding $9M/yr, by conducting RFQ.• Reduced ship-to-activate time by 85%, from 250 days to 34, in 6 months• Reduced median-time-to-resolution by 45%, from 26 days to 15, in 12 months• Designed process to achieve 'first-time-right' residential installation of electric vehicle chargers in North America.

Supported Engineering, Supply Chain, Finance, and Infrastructure Design.• Reduced OpEx by $7.1M over 3-yrs by introducing Robotic Process Automation (RPA), launching 15 bots in 12 months.• Designed order-to-cash processes with 3 automotive OEM’s, and integrated via API.• Led integration of order-to-cash for 2 acquisitions in 6 months. • Automated order-to-cash, including intercompany drop-ship, from US to EU via Netherlands• Designed & implemented a supplier management module: onboarding, forecast-to-commit, purchase-to-receipt, ECO, RFQ.

Supported Supply Chain, Finance, and Infrastructure Design

A boutique of 25 former Ops VPs, providing clients with both hands-on and strategic expertise in Operations, Sales and MarketingNoteworthy engagements include:$400M NETWORKING - Brought in by SVP of Ops to streamline quote-to-cash to increase productivity of sales & channel partners, simplify in preparation for an ERP upgrade, & increase the integrity of its item master. Increased sales productivity of PO-related activity, and booking velocity, by 75%. Reduced booking errors by 91%, from 11% to 1%. Increased reseller visibility to delivery dates by 100%. Reduced delivery date notification delay by 97%. Identified by acquiring investor as a key contributor to the firm's 2018 Strategic Plan. $700M GLOBAL POSITIONING SYSTEMS - Brought in by BU CEO and Corp CIO to advise their pivot to a subscription software business model. Initial phase focused on go-to-market and new product introduction, with later phases anticipated to focus on back-office processes, such as order-to-cash and record-to-report.$800M SEMICONDUCTOR EQUIPMENT - Preferred vendor of gas and fluid delivery systems to Applied Materials, LAM Research, and KLA-Tencor. Brought in by CEO and COO to streamline the management reporting of key business indicators and reduce inventory. Reduced working capital by $18M (11%) in one quarter.$2B OUTDOOR SPORTING GOODS – Brought in by CFO to eliminate budget overrun & assess system readiness to support a pivot to direct-to-consumer e-commerce & consolidation of 13 ERPs. Aligned Finance + 3 GM’s on a plan to create future-state system roadmap. Eliminated the entire budget overrun of $600K (7%). $1B CYBERSECURITY - Brought in by the SVP of Ops to assess existing performance, and plans to improve, sales productivity of quoting and ordering processes.

Contracted by mid-sized and Fortune 500 companies, to design and lead critical operational improvements to scale processes, increase EBITDA, improve service, and reduce costs. Noteworthy engagements include:SALESFORCE.COM - Brought in as VP Strategy & Enablement to scale sales compensation and quote-to-cash processes for breakthrough growth. Collaborated with sales operations, M&A integration, new product introduction, and ecosystem partners.$5B DEFENSE CONTRACTOR - Brought in by CFO to prepare Finance leadership for transformational change to accelerate growth.$300M VOICE OVER IP SAAS - Brought in as AVP of Data Center Operations to recommend actions to improve COGS by 6-8% CAGR & scale to $1B. Scope included network operations center, procurement, fraud prevention, & cross-functional engagement w/sales & customer care.

Developed and led the strategic operational plans for three of Cisco’s fastest growing business units. Defined 3-year operational strategies to support new market solutions and created in-depth policy, process and system roadmaps to ensure all transactional processes were scaled to achieve the $2B annual business plan.• Collaborated with Engineering, Sales, Consulting Services, Finance, Technical Support, Customer Service, Supply Chain, and IT• Formulated a $170M NPV Business Plan and secured buy-in for $14M investment

Credited with building a more cohesive Finance function – improved performance, increased credibility and morale, and led the complete transformation of all financial processes. Integrated three disparate teams (120 staff + 200 contractors), built a new business intelligence capability, and streamlined processes across invoice-to-cash, record-to-report, procure-to-pay, budgeting, planning & forecasting, credit, payroll, tax, treasury and travel.• Utilized Net Present Value (NPV) and Six Sigma techniques to increase the business benefit of a $60M budget to $1B of NPV in the pipeline within just 3 quarters• Established a 50-person Reporting & Analytics team to increase the value of answerable questions across Product Sales, Service Sales, Engineering, Marketing, Finance and IT• Directed the initiative to consolidate bookings, COGS, revenue and operating expenses into a “single source of truth”, as well as financial transactions into a single ERP instance

Directed and optimized Cisco’s worldwide order-to-cash contact centers, with 1200 staff completing 1.8 million transactions annually across 6 global locations. Introduced industry-leading approaches and rationalized, transitioned, and relocated centers to emerging global markets to reduce costs and improve service quality. • Reduced operating costs by 55%, increased languages supported from 6 to 9, improved service quality 55 basis points to 4.05 on a scale of 5, and consistently achieved worldwide bookings targets of $10B every fiscal quarter • Introduced a new performance-based balanced scorecard for both management and agent contract incentives• Opened new contact centers, achieved quality targets of +95% in first 30 days• Successfully integrated order-to-cash processes for 23 Cisco acquisition targets

Led program “Hercules” to increase annual selling capacity of a 2,500 person sales team by 15%. Avoided $45M in op ex and enabled an increase of $1B of assignable quota without adding a single seller. Successfully deployed proofs-of-concept in 10 regions in 8 weeks, achieving client satisfaction levels of 90% in timeliness of issue resolution and 95% in availability of support. Effort designed, recruited, hired, and trained a 100-person sales support organization for all end market segments and routes to market.

Reduced incidents of incorrect payment terms applied to 5,000 service orders per month by 99%. Reduced manual sales credit assignment for 15,000 renewal service orders per month by 95%. Reduced renewal quote conversion failures by 75% and average time to resolve failures by 92%, from 13 days to less than 1 day. Team selected for 2006 ‘Teamwork Across Cisco’ award, 1of 4 conferred annually by CEO. Led a team of 50 senior managers, project managers, and business analysts. Established 3-year roadmaps for policy, process, systems changes to achieve world-class, integrated service and product order management.

Led and coached a team of 25 managers, project managers, and material analysts for $4B annual revenue business unit.

Increased unit material cost savings for $320M in annual component spend by 150%. Established plan to achieve $22M NPV in unit material cost savings by reducing single-sourced part count by 650 in 3 quarters. Secured cash settlement of $2.2M from supplier for defective product. Established plan to reduce supplier base of 800 by 40% within 4 quarters, across 11 commodities.

Planning process & systems integration