As the Vice President of Platform & Ecosystem for the world’s leading platform for creating and operating interactive, real-time 3D (RT3D) content, currently supporting Fortune 50 titans, I lead ~240 direct and indirect reports overseeing Engineering, QA, Program Management and product and strategic partner engagements.

As SVP & GM, Software Solutions for Gerber prior to its acquisition by Lectra CAD, I managed ~$40M in revenue, a ~$20M budget, ~150 FTEs, and ~80 Consultants. I was a member of the C-suite and reported to the CEO. Grew FY21 EBITDA 52% YoY despite the pandemic through strategic investments, organizational tuning, and by driving recurring revenue, which contributed to increased valuation and 2021 sale to Lectra hardware and software solutions for apparel creation (EPA: LSS).

Led the newly created the subscriber platform engineering organization and charged with growing the team and delivering an engineering transformation. I managed a $65M budget and 350+ employees. In this role, I modernized the engineering organization, continuously improved engineering with multiple highly performant, available, scalable and secure platforms – 33% of new platforms are on demand and growing.The team increased output nearly 13% more than previous year on average through engineering rigor, team culture alignment, technology and best practices. With those changes code quality increased YOY by 15% and better quality enabled us to deliver more features. SLO’s are defined in teams, including instrument products, gaining immediate insight into when transactions fail or are slow, with the data/insights to pinpoint which issue to fix. My strategic team transformation initiative ensures alignment of ‘right people in the right place,’ provided clear ownership and goals which results in more responsive teams. In 2018 my team recruited 88+ employees while bringing other organizations into the fold. Capacity increased by 13% in team-to-team comparison, while maintaining – or in one-third of the cases, reducing by ~ 10% - budget costs. This was accomplished by centralizing resources from five locations to two major locations in Singapore and San Francisco, and by investing in improving agile and dev ops practices, hiring highly capable managers, and re-balancing manager to team ratios. More people does note equal more output: With one team we reduced headcount by 60% and a 30% budget reduction, or $1M. The result was 50% more output.

Autodesk advanced me to deliver their next-generation, cloud-based commerce platform. I managed a $20M annual budget and 60 direct employees matrixed to manage an additional team of 100. My role was pivotal in creating the largest internal program in the company’s history. I drove success through a combination of in-house development, acquisition, and third-party application integration. Customer time to access their products improved from an average of 14 minutes – and often days due to system issues – to an access time of 7 seconds. The in-product purchase experience created was seamless, with 19% of direct sales delivered through this new ‘channel,’ contributing to the total net direct revenue in 2017 of $140M.The projects I oversaw ranged in scope, including the BiC next-gen ecommerce platform, an $80M implementation. In product marketing was created to nurture trial customers into paying customers, increasing conversions by 5%. In addition, I reduced direct margin cost by moving in-house versus third-party estore.I researched the modern practices of Amazon, Netflix, Google and others, and subsequently brought over employees from these companies to join Autodesk. Additionally, I led the company’s acquisition integration, replacing existing archaic systems with highly performance systems. And I led the team responsible for the major internal policy changes, including removing serial numbers.

I was promoted to lead global sales programs, overseeing a $20M budget and 20 direct and 100 matrixed employees, contributing to the 2013 $2.3B gross sales revenue. Additionally, I was tasked to analyze and transform all sales processes, including major account management, subscription renewals, marketing fund distribution, and simple quoting – maximizing efficiency, cost savings, while driving sales growth.The team I led designed and implemented end-to-end lead generation, from marketing leads to sales opportunities, defining phases, automating processes and providing visibility, and improving lead conversion by 5%. By overhauling the deal discount process, I decreased the time to approval from days to hours with visibility to all discounts requested and reducing discount requests by 20%.Under my direction, we transformed a decade-old Salesforce.com into a new, well-adopted implementation that left old data behind to an increased efficiency and productivity for the 2000-person sales team. I collapsed three Salesforce instances into one for sales management to manage their pipelines. Additionally, I drove the process re-engineering for sales, with a focus on sales management through communication, accountability and change management, delivering a repeatable and predictable process for sales forecasting.

I was advanced and charged with coordinating CEO Staff, ensuring follow-through on CEO direction and key corporate decisions. I developed a practical accountability framework for the executive leadership team, as well as a RACI for the C-level suite to hold leadership accountable. I facilitated the CEO’s visibility into the strategy and roadmaps of the product teams, enabling faster and more effective decisions.I influenced and facilitated CEO and sales organization conversation that delivered 10X more sales of AutoCAD in China market, overcoming original resistance. Led numerous cross-functional cost-control initiatives, including reducing organization-wide high paid hourly contractors, and provided actionable cost reduction to monthly extraneous expenses.

Responsible for successful infrastructure project execution across a $60M portfolio.Summary:Delivered infrastructure projects that enabled the business to scale and transform. Successes include consolidating disparate licensing and order entry systems, upgrading SAP, and enhancing data warehousing capabilities. •Established Program management office, delivering project budget, status and delivery transparency and accountability.•Successfully implemented the architectural roadmap, which resulted in a radically more scalable and performant infrastructure backbone.•Engaged C Level executives in setting project and budget priorities.•Streamlined the delivery process.•Brought in external vendors to scale capacity

Variety of positions including Special Projects for the CEO, Licensing program manager and other fun stuff

Handled tall complex problems and did whatever it took to deliver hardware and software product into the hands of customers. Roles included: Program management, QA, Product support, Tech pubs, manufacturing, and development. Companies included Be, Buzzsaw, Wineshopper.com