• Product owner for the development of the primary, global, internal digital supply chain ordering platform for Schneider Electric covering both software and subscription products• Provide product ownership based on systematic user research, design based on market standards and data driven decisions• Lead an agile design and development team to deliver application improvements• Manage and adjust the application development road-map based on business stakeholder need and priorities.

• • Principle design lead of the corporate e-commerce platform supporting the purchase of digital offers from multiple =SE= business units (BU’s) and Line of Businesses (LoB’s) with a multiple million-dollar annual revenue.• Successfully evangelized the platform to internal customers at senior executive level in an extremely complex corporate environment securing investment and project sponsorship• Platform owner and primary vendor manager of multi-company corporate licensing application supporting up to 500 million annual revenue. • Provided leadership, mentoring and guidance to a globally dispersed team of Project Managers, Domain and Technical Leads to enable them to deliver their complex projects to challenging timelines aligned with business priorities and promoting global reuse and scalability. • Developed a successful methodology where business requirements were translated into shared blueprints that significantly improved project outcomes and customer satisfaction. • Primary facilitator in Digital and IoT workshop and project meetings including senior technical and business executive participants• Led mixed culture, multi-vendor, teams separated by both geography and time-zone.

• Provided business design and ownership for on-boarding license based digital products onto Schneider Electrical s digital e-commerce platform that was critical to the manufacture of a product range with an annual revenue of over a billion euro• Delivered extremely complex and challenging projects linked to multiple ERP’s and country deployments leading to the platform becoming available in over 120+ countries• Corporate subject matter expert involved in selecting a global licensing vendor for Schneider Electric and became the primary corporate contact post selection• Led mixed culture, multi-vendor, teams focused on license entitlement separated by both geography and time-zone.

• Responsible for developing a portfolio of digital service products and business enablement projects for the newly created Services Activity covering e-commerce, software modernization, field services operation and Install Base capture and storage.• Divisional business lead for a global Service Max deployment delivering improved field Services execution and optimized install base capture at a corporate level. • Established and launched a Software Modernization Competency Center in collaboration with a Prague Technical Service Center and Australian based SCADA development Activity to support country organisations winning and executing SCADA migrations representing a source of over a million annual project revenue .• Established a collaborative partnership with other Activities, Global Marketing and Customer Excellence streams to deliver a QR code application linked directly to Salesforce customer support that was credited with raising the global customer satisfaction index .• Managed a portfolio of Industry E-commerce software sales and services projects

• Responsible for a diverse portfolio of business areas covering Web, Business Systems, IT Infrastructure, Facilities, Administration, Operations, Logistics and Microsoft Partnership relationships • Principle Microsoft Gold Partner Contact• Leading the O&O’s response to the OneLicence Project• Lobbied successfully to bring the issue of corporate IT support and procedure not being aligned with the Schneider Electric business strategy of becoming a solution company to the attention of SE (Schneider Electric) Global Executive. This resulted in a VM-LabManager project being developed and funded to better support the SCADA activity• Developed and initiated a three year roadmap to migrate away from legacy Citect business applications to SE aligned Corporate solutions• Initiated a project to align the SCADA activities logistic and ordering processes with the standard SE processes in Europe• Led the project to Improve software delivery On Time Delivery KPI for Operations moving from 93% in May to 98% in November. • Was specifically named in an Employment Satisfaction Survey result by a software development team member as representing a positive reason to remain with the Activity.

• Experience in multinational Global ERP and CRM implementation projects. This project apparently has the second largest budget in SAP history• Designed and co-ordinated the development of companion applications to the SAP implementation that met critical business needs prior to the project going live. These applications needed to be developed in three months• Companion applications were successful enough that the SCADA activity suffered the least disruption of any business unit within the Pacific zone when SAP went live• Balanced differing and sometimes conflicting, business goals through influencing multiple executive teams: SAP project management, SCADA development and the Automation business unit• Successfully championed and managed cross team projects• Participated in extensive business process mapping and change management workshops• Experience with the ‘Go Live’ phase of a major project and the requirements for ongoing support post ‘go live’

• Obtained experience in solution selling position and working in a direct customer facing role.• Developed a strong relationship with key Channel Partners • Achieved quarterly sales targets • Conducted knowledge seminars on SCADA product range • Trained on “solution selling” and “pipeline” management • Supported Channel Partners by pitching Citect “solution” to end users • Achieved quarterly sales targets

• Management of a team who were responsible for the development and support of a global WAN infrastructure base in addition to the corporate offices and corporate applications. • Flattened and unified my department’s reporting structure. This broke down internal department communication silos, removed a superfluous management layer and increased the overall number of staff directly working on improving the network and business systems.• Spearheaded a cultural change to turn Citect from being a “technical” company to becoming a “clever” company with respect to internal business application implementation. Tangible outcomes of the cultural change include the creation of an “Application Steering Committee” which supplied cross departmental governance and control over the entire company’s business applications. IT infrastructure purchased to achieve company wide goals (previously fragmented along departmental lines). • Transitioned the IT Department from a culture of “keeping the lights on” to being customer focused, innovative, nimble, and a trusted business partner. This was maintained under three distinct corporate management teams due to business management changes and a corporate merger.• Empowered and excited general IS staff by involving them in the department’s strategic and budget planning rather than just in roll-out and implementation stage.• IS Department achieved highest level of Internal Business Satisfaction rating by Schneider Electric business systems audit. • IS team re-architected global WAN to meet changing business needs without business interruption.• Initiated and managed SAN, VPN, Blade, Backup and Virtualisation technology implementations.• Negotiated significant supplier cost reductions of up to 30%.• Developed new IS “products” by collaborating with business units, such as the development teams, by configuring and deploying the infrastructure needed for their product releases.