Audit Committee

Responsible for oversight and direction of corporate IT and business leaders on strategy, standards and opportunities for data analytics and business intelligence, development and support, infrastructure, security and technical services. Key contributor to the company’s overall corporate strategy and planning process and responsible both for corporate IT operations and for technology and digital innovation.

Executive on loan from Cox Automotive. Directly manage all city operating departments and related agencies including Aviation, Police, Fire, Corrections, Parks, Recreation, Planning and Community Development, Public Works, Watershed Management, Human Resources, Procurement, Information Technology, Sustainability and Enterprise Assets.

Responsible for leading a group of leaders within the performance & advising team to set the strategic direction and objectives of a client’s digital marketing and retailing strategy and transforming the client experience. Partner closely with Autotrader, KBB and Cox Automotive.

Responsible for operations across Cox Automotive Media Group (Autotrader/Kelley Blue Book). Includes Customer Operations, Consumer Operations, Ad Operations, Analytics and overall Customer Experience.

Responsible for operations and customer care across Autotrader.com. Includes Customer Operations, Advertising Operations, Consumer Support, Enterprise Analytics, Co-Op and overall Customer Experience.

Responsible for all B2B support and service across Autotrader.com

Working on key corporate initiatives and projects involving global strategy, I consult with executive leadership, offering operational tactics to accomplish core objectives in efficiency, cost reduction, customer satisfaction, and profitability. Leveraging extensive prior experience in multinational business, I facilitate decision-making processes, providing recommendations and blueprint plans of action to accomplish goals.

I began with Jones International University as Senior Vice President and progressed very quickly to Chief Operating Officer and President. As JIU is reputed among the “Top 10 Universities in the World,” I developed and implemented operational programs to enhance the customer (student) experience, drive cost control, and increase profitability through increased enrollment. Directing all functional areas, including Admissions, Student Services, Academics, Human Resources, Finance, Corporate Development, and Facilities Management, I managed 10 Executives with a support staff of more than 400 members. Together, we implemented and managed many programs that delivered exceptional results. Identifying key performance indicators (KPIs), we initiated operational revisions that greatly increased productivity for all departments, reenergizing staff with a common, unified vision. Opening lines of communication among staff and key contributors, I established Leadership Development and Employee Engagement programs, increasing employee satisfaction and reducing turnover. Additionally, our improved services and student programs delivered significant increases in student retention and enrollment with decreased cost per admission.

Initially managing a retail loss project for Cendant Travel, I implemented operational strategies to reduce loss and increase YOY savings. During my first year, I acquired increased responsibility for Cheaptickets.com, RCI Vacations, and Trilegiant along with 300-staff Call Center. Assisting with the integration of global contact centers, we identified metrics to increase service levels and performance and I was promoted to Director, Contact Center and later Vice President of Customer Experience.Managing operations of all processes impacting customer care and engagement, I led B2B and B2C organizational strategies, driving branded service delivery across multiple divisions. With 7 direct reports and more than 1200 staff members, we delivered 24/7 Call Center support throughout the US, Philippines, Guatemala, Mexico, and India. I established Quality Control process improvements and coordinated worldwide training, implementing a “Delivering the Brand through Service” campaign, which yielded a 30% increase in customer satisfaction ratings. I also established the “Voice of the Customer” program among our call centers (with 90% quality ratings) and a customer advocacy loyalty tracking system. Transitioning to locations with better cost structures, we achieved the lowest cost-per-transaction, while effectively addressing 7 million calls, 2 million emails, and 1 million chat sessions per year.With a goal of increasing sales, I launched two “first in online history” programs: our “Chat Sales” program, which facilitated record online chat contacts, and the “Destination Expert” program, which doubled conversion rates within 6 months. Achieving the highest sales conversion rate increase in our history, we also increased sales profitability by 500% over 3 years with steady and consistent growth rates. With our sales and service programs combined, we handled more than 10 million contacts with less than 1% escalating to a Service Relations desk.

Initially accountable for Worldspan’s largest region, managing 45 Supervisors, Engineers, and Technicians, I was assigned additional responsibility for the entire US, integrating our worldwide Technical Service and Logistics Operations. Establishing a global corporate hardware strategy, I directed a staff of 100 Engineers, Technicians (some Cisco Certified), and third-party providers from our London office to oversee travel-related systems in Europe, the Middle East, and Africa. With a specific goal to identify and exploit cost reduction opportunities, I implemented a virtual technical survey as well as a telecommuting project, which together generated extensive annual savings.In 2001, I was promoted to Director of Worldwide Operations where I managed a team of more than 160 Managers, Engineers, and Communication Planners. Delivering 24/7 Technical Support, Work Force Management, Global Supply Chain Management, and Network Quality Assurance, we covered North, South, and Latin America. We met service level goals in support of more than 20,000 travel agencies, airports, and an on-line reservation network (Priceline, Expedia, and Orbitz). Managing an extensive budget, I implemented best practices to improve customer fulfillment and shipping quality, generating cost reductions and improving response level by 60% with 80% of all calls answered within the first minute.

Establishing “best practice” metrics and standards, I assured accuracy of all orders and contracts for hardware, software, and services, managing a staff of 35 Technical Specialists, Communication Planners, and Implementation Coordinators. I also developed partnerships with internal and external vendors and assisted cross-functional teams in the development of a proprietary ERP system, which generated extensive savings and Frame Relay improvements on time installation performance. Working to build team cohesion, I implemented communication policies and incentives that increased productivity and employee satisfaction by more than 25%. With one of our most critical projects (an automation project between Worldspan and AT&T), I was assigned by Senior Management as Customer Operations Project Manager, reorganizing and reducing overall costs by 25% and costs for the Communications Programmer Group by more than 50%.