Hired to lead the complete restructuring of the Customer Success Organization, establishing processes, policies, and systems to drive the continuous improvement of customer experience. Define and implement strategies for metrics, key performance indicators (KPIs), and short- and long-range planning for Support and Implementation teams to ensure the attainment of corporate goals and customer expectations. Establish a growth and performance-focused culture, providing ongoing direction and development for direct and indirect team members, resulting in enhanced efficiency and productivity across the organization. Prepare, manage and allocate $3.5M budget for support, implementation, customer success, and procurement. • Led a large-scale change initiative, consolidating multiple groups to a centralized Customer Success Management team, supporting a large customer base.• Recruited, hired, and developed team of 6 direct and 40 indirect reports responsible for leading the end-to-end development and implementation, support, and customer success processes for 7 product lines.• Designed a 90-day customer onboarding process, yielding increased customer engagement, retention, and satisfaction. • Introduced offshore/outsourced implementation process, which resulted in 20% reduction of implementation costs. • Implemented Salesforce Service Cloud, consolidating multiple ticket tracking systems across all product lines; resulted in improved KPIs, including 50% increase in response time and 20% improvement of Net Promoter Score (NPS), as well as reduced customer churn, increased sales, and improved product adoption.

Built technical production and operations support organization from the ground up to oversee power generation software support within a 24/7 environment. Hired, developed, and led a team of 20 onshore and offshore resources charged with delivering support for a global SaaS product offering. Led the development of scalable standard operating procedures (SOPs), support processes, tools, and service level agreements (SLAs) to support rapidly expanding customer base. • Defined and implemented a Customer Success Model, integrating Sales, Projects, and Support teams to deliver maximum value for the customer while concurrently growing profit. • Introduced a Cloud Operations and Provisioning team to deliver support for Power Digital customer projects. • Achieved 90-point increase in NPS scores, as well as efficiency improvements, while simultaneously reducing costs. • Led the implementation of a new Salesforce ticket tracking system to improve global support functions and maintain optimal performance across the global organization.

Provided strategic leadership of customer support operations for Geospatial Information System and Mobile product suites, supporting 100+ enterprise customers in the Americas. Built and led a team of 12 resources charged with delivering optimal support for customer network. Oversaw the design and monitoring of KPIs to identify issues and drive efficiencies across the support organization. Responded to request for proposals (RFPs) and delivered statements of work (SOWs). • Drove 30% revenue increase over 3-years, improving profit margin by 10% through the onboarding of new customers and reduction of support costs. • Secured and managed $22M+ annual support contract revenue with 86% contribution margin. • Integrated new product offerings and established partnerships with third party vendors to drive support improvements. • Introduced a customer SWAT team to respond to and manage the resolution of urgent customer escalations. • Achieved NPS scores of 93 by driving the improvement of all support operations. • Established and executed on quarterly touch point process for key customers to review high-priority issues and address product usability questions; delivered product and support strategy to mitigate potential risks.

Directed support functions across North America region, including creating and managing short- and long-range support strategies. Oversaw the development and execution of product roadmap and customer management strategies to ensure the continuous improvement of customer experience. Built and managed staff and oversaw department budgetary tasks. • Streamlined operations and reduced headcount by 20% while maintaining performance and productivity levels. • Implemented a patch distribution process to provide customers with software corrections, eliminating redundant customer requests and driving customer satisfaction improvements. • Standardized development methodologies across the organization and implemented new development tools, including Java, XML, web services, and object-oriented design. • Created a Project Management Office, redefining project delivery methodologies for the Professional Services team.

Managed a team of Solutions Analysts that are responsible for assessing and planning IT solutions for the 60 plus electric generating plants across the enterprise. • Planned and implemented the off-shore strategy to reduce costs by moving 60% of the IT resources to India. Achieved 50% cost reduction without disrupting day to day operations.• Build and expand business relationships with Power Generation executives across the three operating units to establish service level expectations and future IT project needs that are critical to the business. • Managing the budget and forecasting for IT and software related expenditures for Power Generation and Environmental Compliance departments in excess of $3M. • Champion and implement Maximo upgrade and improvement project through planning, design, and execution phases. • Develop and implement yearly strategic business plans to achieve business unit and enterprise wide goals of reducing risk, increasing profitability, and reducing IT downtime.• Perform negotiations for products and services from third party vendors when needed to fulfill the IT needs of business customers.

• Manage IT resources in multiple including off-shore that were responsible for the day to day application availability of critical business applications for power generation (Maximo), corporate communications, environmental services, laboratory analysis, and document management• Responsible for project management of key customer projects, staffing, skills assessment, implementing methodologies, problem management, customer expectation management • Financial responsibility for operating and capital budgets in excess of $3 million• Successfully deliver new Enterprise Application Integration software to develop and manage middleware solutions including Websphere Business Integrator and MQ Series• Manage eBusiness team responsible to company web site and various web technologies including IIS, Websphere Application Server and Vignette

Project Manager, International Bank, Providence, Rhode Island (2003)Project Manager / Architect, Investment Company, Boston, Massachusetts (2003Project Manager / Architect, Entertainment Company, Stamford, Connecticut (2002)Project Manager, Healthcare Company, Oakland, California (2001)Architect/Developer, Deregulated Power Company Call Center, Charlotte, North Carolina (2000 – 2001)GUI Developer / System Support, Telecommunications Company, Westminster, Colorado (1996 – 1999