Responsible for leading a team of WW Customer Success Managers, securing renewals and driving adoption for $125M portfolio. Established Rhythm of the Business, Standard Operating Procedures, Customer Journey management, risk management procedures and implemented Customer Success maturity model. Consistently attaining renewal budget.

Responsible for leading a team of Customer Success Advisors, securing renewals and driving adoption for $71M portfolio. Outcome-based customer success management focused on aligning Technology Business Management to strategic initiatives with clearly defined success criteria, success measurement and value tracking. Consistently attaining >90% renewal rate, 24% increase in portfolio value and 12% increase of healthy accounts.

Accountable for securing renewals through strategic thought leadership and adoption of Apptio & Technology Business Management. Guiding customers through change management, best practices and transformation activities while ensuring TBM objectives align to organizational goals and achieving value.

Change management consulting, learning, certification and executive coaching services using Managed Change™ Model and Methodology.

Strategic Business Partner to Corporate, Division and Functional Management on all IT related matters within the organization required to support a $1.6B business. Partnered with Company, Division and Functional Management to identify, recommend, develop, implement and support cost-effective technology solutions for all aspects of the organization. Provided broad IT leadership, authority and accountability including resource planning and allocation, project management, software and data life cycle management, system integration, IT infrastructure, testing, interface facilitation and analysis.Accountable for $16M budget to execute IT business plans. Ensured that the IT Department delivered consistent, repeatable and cost effective IT infrastructure, data and voice communications infrastructure, applications support, project management and application development services. Developed business case justifications and cost / benefit analysis for IT spending initiatives to ensure maximum value to the company. Managed all aspects of IT Department staffing, defining knowledge capability, employee development and annual salary planning to meet present and future needs of the business.

Accountable for the Enterprise Business (EB) Region Total Customer Experience (TCE) strategy, planning and reporting. Responsible for program management of Global Account Loyalty Index improvement plan initiatives, providing relevant customer insights through monitoring of customer metrics & industry trends and management of Exception and Escalation management teams.Synthesized measurement of NPS and ALI metrics; unearth trends, distinguish between macro, micro and casual factors impacting enterprise-wide activities, and recommend actions plans to increase satisfaction and grow brand promoters. Identify top loyalty drivers to quantitatively substantiate areas where operations breakdowns/gaps exist and identify opportunities for improvement. Increased NPS from -2 to 31 over the course of 3 years.

Responsible for business process re-engineering, innovation, project portfolio management and IT strategy development in support of and aligned to the Sales/Service/Marketing organizations. Managed the relationship between IT and the business organizations through an established rhythm of the business including: departmental dashboards, project/program communication, status reports and scrum meetings.Key projects delivered include SAP implementation for small acquisition and Salesforce.com integration.

Chosen to represent the voice of the customer to the company's Product Quality Division. Correlate information obtained from online technical forums and social media networks with data collected by Microsoft service center technicians. Assess and evaluate hot-button issues for consumers. Analyze, summarize, and report the risks, impacts, and opportunities uncovered to senior management. Insights were used to improve Marketing and Sales processes and functions; as well as influence Product development and Customer Service offerings.

Primary responsibility was management of Microsoft’s signature customer experience group, the Deployment & Management Council. Comprised of 50 of Microsoft most strategic customers, the DMC provided the forum for customers to provide feedback on products, product plans, licensing, and support. It was also the premier forum for Microsoft’s product groups to meet with strategic customers in a structured yet informal environment. The DMC was also where most of these customers would get their first look at Microsoft’s product roadmap. Insights were used to improve Marketing and Sales processes and functions; as well as influence Product development and Customer Service offerings. • Received a Gold Star for excellence for my management of the DMC program• Invited by a number of customers to assist them on their own customer experience programs• Conducted multilevel research and analysis of customer dissatisfaction with Microsoft product experiences that was submitted to sales leadership and to the product groups • Collaborated with field account teams and HQ teams on resolving key customers issues that had been escalated to the Office of the CTO by senior Microsoft executives• Delivered content to the field on how to manage customer experience issues, both through reports and through presentations at technical sales meetings

Advanced within organization to spearhead global IT operations. Established and deployed reliable desktop services, networking infrastructures, and scalable communications systems worldwide. • Managed an organization of 40 employees. • Responsible for 14 global cost centers with an annual budget of $5.5 million.• Supported 1200 end users in 9 domestic and 3 international locations.• Designed and built the IT infrastructure in AEI's Chinese facility from the ground up.• Responsible for developing strategic plans to accommodate both current needs and the organization's future objectives, including datacenter outsourcing.• Transformed business goals into viable IT strategies. • Developed metrics, standards, and procedures. Led continuous process improvement efforts to eliminate waste and improve operational efficiencies. • Implemented the switch to an operational cost model for budgets in lieu of a capitalized cost model. - Directed the outsourcing of the internal helpdesk.- Successfully delivered the outsourcing of the data center including: SAP, SQL, IIS, AD, and Exchange.

Selected to oversee development and deployment of software and technology to support the organization's goals and objectives.

Analyzed business requirements and developed software applications for Materials Management, Production Planning, Finance & Cost Accounting, Sales & Distribution, and Quality Management.