Managing Professional Services Programs

• Successfully led the technical delivery team implementing cutting-edge Hyper-Automation solutions.• Fostered team professional development through coaching, constructive feedback, and career guidance.• Collaborated with cross-functional teams (project managers, technical engineers) for seamless project execution.• Maintained direct client interactions throughout the solution implementation lifecycle.• Ensured customer satisfaction by addressing needs, resolving issues, and exceeding expectations.• Acted as a trusted advisor, guiding clients towards optimal business-aligned solutions.• Strategically selected, vetted, and assigned internal and sub-contractor resources.• Completed over 100 Hyper-Automation projects, meeting deadlines and quality standards.

Successfully led and managed global Vendor Risk Management (VRM) solution rollout using Aravo, compliantly screening for data privacy and cyber security and onboarding over 2,400 vendors over 18 months. Lead Global Business Service business transition for the Procure to Pay process in LATAM to GBS in Warsaw, Poland.

Created project management office. Oversaw workforce management, delivery process quality assurance, and professional services (PS) processes. Provided visibility to PS KPI’s and metrics to run business. Established and led operations organization, contributing to software implementation with customers across various industries.• Implemented PSA and strengthened project management, project accounting, and resource management processes. • Enhanced transparency to all aspects of PS business, providing better data for decision making

Established Project Management Office (PMO), as well as integrated operational programs, process improvement initiatives, and business processes and measurements for consulting practice. Maintained consistent global delivery processes. Responsible to oversee the introduction and enablement of new service offerings.• Improved operational efficiencies by improving resource management and utilization metrics, increasing offshore delivery capabilities, and strengthening revenue forecasting and backlog management processes.• Created and introduced new services offerings by collaborating with product and customer success teams.

Integrated all operational programs, process improvement initiatives, and business processes and measurements across PS within broad functional and geographic organizations to establish consistent and transparent operations. Developed expertise in workflow process, integration of systemic processes, process improvements, and measurement quality.• Collaborated with WG’s, theater delivery, COE delivery, finance, GBS, IT, BI, product, and portfolio to identify, prioritize, design, and deliver improvement projects and operational requirements. Maintained transparent inventory of requirements and quarterly deliverable plans.• Drove PS IT quarterly release process by coordinating global network of super users to validate requirements and test solutions prior to deployment.Global Blended Delivery Program Director, 2014-2015Developed and implemented strategy to strengthen core delivery process and readiness to support high quality and efficient delivery across all delivery channels (field, VSD, partner). Launched and led blended delivery PMO, driving several work streams focused on increasing VSD percentage of PS delivered hours.• Grew VSD hours 35% year-over-year in 2014 and 25% year-over-year in 2015 (6% overall increase).• Increased VSD by 250 resources.• Developed five-year planning process to accelerate growth in 2016 and beyond.

Developed and implemented strategy to strengthen core delivery process and readiness to support high quality and efficient delivery across all delivery channels (field, VSD, partner). Launched and led blended delivery PMO, driving several work streams focused on increasing VSD percentage of PS delivered hours.• Grew VSD hours 35% year-over-year in 2014 and 25% year-over-year in 2015 (6% overall increase).• Increased VSD by 250 resources.• Developed five-year planning process to accelerate growth in 2016 and beyond.

Led communications, training, and change management, as well as security roles. Directed PR2 business readiness team in preparation for launch in January 2014. Drove divisional initiatives and metrics by working with front line managers to learn and communicate best practices.• Designed and delivered training for over 7,000 impacted users through combination of ILT, WBT, job aids, and PM/PA conferences.• Executed 55 business change projects and all corresponding reports.

Integrated central delivery pool organization into commercial organization, creating cost efficiencies while maintaining high customer satisfaction. Combined solution delivery and resource management. Drove divisional initiatives and metrics by working with front line managers to learn and share best practices.• Initiated and grew virtual services delivery from zero to 20% content in commercial division.• Developed and deployed MDP lab process to support partners, creating over 30 partner labs.

Led professional services team for commercial Northeast/Ohio Valley, building team from five to 55 over two years while tripling revenue, improving margins from 12% to 40%, and increasing customer satisfaction. Maintained P&L for professional services, meeting booking, billing, and margin targets. Recruited, trained, and managed team of project managers, solution architects, and implementation specialists. Assessed and improved revenue forecasting process, resource assignment process, and project management processes.

Directed sales operations of fast-growing company while increasing revenues 150% in 2003. Managed commercial division P&L, including headcount planning, revenue forecasting, and quota setting processes. Built business case, as well as designed and delivered online sales tool to improve productivity of inside sales (Oracle Sales Online).

Directed sales operations of fast-growing company while increasing revenues 150% in 2003. Managed commercial division P&L, including headcount planning, revenue forecasting, and quota setting processes. Built business case, as well as designed and delivered online sales tool to improve productivity of inside sales (Oracle Sales Online).

Functioned as materials planning process leader of cross-functional team. Designed, tested, and implemented software-driven materials planning process using Oracle and I2. Worked with external consulting firm to manage ERP project business case, software selection, and system integrator selection process.

Oversaw multi-faceted engagement at $1,800,000 consumer packaged goods company by leading business transformation team through enterprise-wide system implementation and integration of four acquisitions into single company. Led business process team for system implementation and designed financial and HR processes world-wide for $2,000,000,000 consumer packaged goods client using SAP-R3 software. Assessed and executed reengineering design for financial areas as part of enterprise-wide transformation effort while leading team of full-time designated client managers and consultants at $4,000,000,000 consumer packaged goods company.

Designed and implemented capacity constrained planning system and reengineered quarterly planning cycle to link financial planning processes with production planning processes. Established new product development process combining product costing and planning aspects, resulting in more accurate and timely product introductions and improved quality of new product planning and cost information. Served as core team member setting up new greenfield manufacturing site, including purchase of equipment and development of financial and production planning systems.

Managed 45 individuals and coordinated maintenance and operation of ship’s communication and electronic surveillance equipment. Awarded Navy commendation for performance as Tactical Action Officer during Operation Desert Shield. Received Pacific Fleet Shiphandler of the Year Award in 1990. Recalled to active duty for Operation Uphold Democracy as part of Port-au-Prince Harbor Defense Command in 1994.