Dynamic Workplace Support - Field Services Leader (2008 - Present Provide leadership & Strategic direction to Field Service Staff geographically distributed among Hospital-based client accounts, including Global NTT Data Internal Corporate End User ServicesResponsible for managing +1M End User Assets to meet Service Level Agreements, KPI’s, client business drivers, and internal NTT Data performance indicators Achieved and maintain Gartner Magic Quadrant Leader Ranking for End User Services Managed the development of a Field Service Transition Methodology used to successfully onboard corporate clients into NTT Data’s Field Service Delivery Model. Establish and execute Annual Divisional Goals & Hoshin PlansKey contributor and presenter on all corporate client pursuits (pre-sales) Manage internal monthly Operational Reviews (Performance, Quality, Cost, and RAILs) Develop strategic & tactical business plans for ever changing IT Field Service environment (delivery model, staffing strategies , partner relations, budget allocation, SWOT Analysis, and tool integration) Successfully implemented and grew Dell’s Managed Client Field Service Business Unit; increased account base from 12 provider delivered client accounts to 35 Dell on Dell delivered. Developed and manage strategic partner relationships & performance. Northeast Regional Manager, Enterprise Field Delivery (April 2006 – 2007)Oversee Enterprise Field Delivery (EFD) services for the entire Northeast Region. Responsible for managing and directing the activities of NY/NJ Field Engineers. . Maintain compliance to EFD Performance Metrics (Customer Experience, Utilization & Productivity, Deployment Quality, BPI savings, and Travel & Expenses).

Strategic Business Unit Manager (January 2000 – April 2006) Oversee the service delivery of Human Resource Business Processing Outsourcing (BPO) services for a large U.S. based Fortune 500 Corporation (124K active employees). Responsible for managing the Profit & Loss for HRO outsource services valued at $7.7M (annual)Responsible for managing four (4) separate and distinct Business Units – 72 FTE’s. Monitor service quality and conformance to client Service Level Agreements (SLAs) and contract provisions.Manage client and stakeholder relationships; partner with other client service providers to ensure that end-to-end processes are controlled and effectively monitored.Project manage the integration of the Human Resource & Benefit Contact Center Teams into a consolidated and cross-trained team – building internal scalability and the potential reduction of administrative costs. Manage the integration of newer enterprise technology to support service delivery (i.e.: Enterprise Workflow for Transactional Processing & Service Enhancements). Saved approximately $450K from 2005 Forecasted Operating Budget by reducing headcount and consolidating multiple RBA Processing Teams into single geographical location. Directed the activities of 6 project managers assigned to build and implement HR Contact Center / Transactional Processing Teams. Managed a Lockheed Martin process improvement project to reduce processing timeline for employee & manager inquiries, decrease overall payroll adjudication errors, and increase customer satisfaction ratings. The Team successfully met the objectives (decreased inquiry timeliness by 10.5%, increased processing accuracy by 5.0%, achieved a 9.3 Customer Satisfaction score).

Project Director, e-Business Operations (December 1997-February 2000) Managed several major internal & external facing projects: Intranet Redesign, EOB Print/Mail Reduction Project Enterprise Web Content Management Project , and Automated Sales Proposal Project.. National Accounts Operations Manager (1992-1997) Directed three (3) operational units comprised of 73 service and claim processors responsible for receiving and handling customer / provider inquiries. Responsible for managing the service delivery channel that received approximately 430,000 Bell Atlantic/10,500 Coordination of Benefit and Third Party Recovery (COB) National Account annual telephone inquiries; controlled and processed written inquiries received from Bell Atlantic Benefit Representatives, providers, and customersMaintained Bell Atlantic and BCBS Association Telephone Accessibility Goals (e.g. Average Speed of Answer and Abandoned Call Rates).Ensured the accurate resolution of Coordination of Benefit and Third Party Recovery claims for approximately 400,000 National Account contracts processed on NASCO systems. Met corporate COB savings objectives. In 1997 secured approximately $20.5 million dollars in National Account and Labor Account third party financial savings.Senior Manager, Labor Dedicated Claims Processing Center (1991-1992)Directed a staff of 40 claims examiners responsible for processing indemnity medical and hospital claims for the International Ladies Garment Workers Union’s Health and Welfare Benefit Fund. Successfully migrated Labor Account business from Empire local claim processing systems to a NASCO system. Processed approximately 2,500 claims per day.with ILGWU Benefit Administrators. Senior Customer Service Manager, New York Markets (1988-1991)Directed staff of 140 CSRs who were responsible for receiving and handling approximately 2.7 million telephone inquiries per year.