As the Director of Strategy and Planning my accountabilities include: Defining the business strategy, operational business plans and performance metrics for a global IT organization with an annual budget of over $130M and 700 resources. Responsibilities include driving the strategy and business planning process with the leadership team, operationalizing the plan across the organization and monitoring business performance against the approved plan. Accountable for a portfolio of over 200 IT programs and services in a global shared services model. Responsible for defining the plan of record, program roadmaps, program governance and program review. Benefits realized include a 15% portfolio reduction by aligning investments to strategic initiatives, transitioning the organization from distributed to centralized investment decision making and achieving 10% plan of record reprioritization through program reviews.Development of the strategic organizational workforce plan, implementing process changes to centralize headcount decision making with the goal of ensuring 100% of headcount investment decisions align to the business strategy and defined service offerings.Accountability for the forecasting and operation of the organizations $130M budget implementing financial governance and process improvements to achieve a quarterly financial forecast variance of less than 3% Represented a Vice President executive team that drove field sales productivity improvements by sponsoring initiatives such as the deployment of Lync to reduce the need for business travel, simplification of planning processes, reduction in internal meetings, centralization of low value administrative activities and the implementation of Microsoft Dynamics CRM to simplify sales processes. Benefits realized included a 10% increase in customer face time for customer account management roles.

Chieft of Staff Global ITAs the Chief of Staff my accountabilities included:The design and implementation of a global shared service IT model integrating 12 disparate regional teams into a global IT organization with a combined budget of over $60M and 150 employees. Accountable for the end to end change management process including organizational design, strategy definition, headcount transition and the definition of operational process. The reorganization provided consistency to IT operational processes, business relationships and end user services offerings. Accountability for the operational effectiveness of the organization including business planning, financial forecasting, portfolio management, headcount management, organization commitment setting and performance tracking.Leading business performance reviews with the leadership team and representing the team in executive business reviews with the IT CIO. Accountability for the group's communication plan including business strategy and performance updates.

As EMEA Group Program Manager I managed a team of 40 FTEs with responsibility for the implementation of global applications and processes throughout Europe, Middle East and Africa (EMEA) region. My main accountabilities included:The implementation of Siebel CRM and business processes to support over 2,000 Microsoft's Enterprise and Medium business sales employees located across Europe Middle East and Africa (EMEA). The implementation of applications, telephony and business processes to support over 500 outbound telesales and customer service agents across EMEA. The project rationalized Microsoft's subsidiary based call centres into 5 EMEA locations providing differentiated customer service. The conversion of subsidiary warehousing, order processing and accounts receivable activities to a European Operations centre in Ireland saving over $2 million in tax per month. The program transitioned Microsoft from a direct to a channel based distribution model. The implementation of post sales incident tracking processes for over 1,000 users in 6 EMEA subsidiaries. The project brought consistently to Microsoft's incident management business processes.The retirement of 300 local applications and the implementation of global tools and processes across a wide range of business functional areas.

As the Microsoft UK Business Systems Manager my responsibilities included:Business process implementation, application development and support for all aspects of the UK Microsoft business including order processing, warehouse distribution, financial accounting, sales and marketing and management reporting. In 1995 UK nomination for the President's award for my business contribution to the launch of Windows 95.

MIS Manager - UK Operation