Responsible for managing Lawson Products’ E-commerce development efforts. Responsible for web, business efforts to define build and maintain Lawson's e-commerce and mobile customer-facing websites with a focus on increasing company’s ROI and online customer experience. Executed a number of migrations between hosting providers (Oracle Hosting to Tenzing to Oro) as well as application migration (ATG to ORO)• Successfully completed a successful e-commerce platform replacement from Oracle ATG to ORO• Four e-commerce websites and Four e-procurement websites• Successfully completed migration of three different hosting providers.• Manages and executes e-commerce enhancements plans, rollout activities.• Adopts either Agile or Waterfall approaches, based on the project and the needs of the business.• Manages a relationship with the business client, cross-functional teams as well as third party vendors and suppliers. • Responsible for the successful management of releases, from inception through development, testing and production deployment• Successfully manages a team or resources on-shore as well as off-shore.• As needed, works with procurement vendors such as Ariba and Coupa (cXML) to help integrate and connect customers to Lawson's e-procurement websites.

Created a very specialized consulting agency to help WDT (MVNO) increase its sales. Reporting directly to company VP of Operations to help increase Long Distance / Local / Wireless / VOIP sales. Improve overall customer service, with the main focus on improving Customer Care / Sales Effectiveness (SE) in call centers in US & Poland. This was an ad-hoc, in-between full time employment assignment, see below for prior work efforts completed at J&R Consulting Services, Inc.

Results-oriented, agile product / project manager responsible for Business / IT integration utilizing highly performing IT teams and the XP, Scrum processes. Working directly with clients and agency’s account managers in selling / up-selling AND agency’s products and services to Fortune 500 companies; i.e. AT&T, Disney, Hilton, Century Link. Formulating and delivering Business / IT / Telecom recommendations for the account teams and the clients. Developing and managing company’s key e-commerce / e-solution to be sold to a broad array of customers.• Effectively managed high performing IT development teams with presence in India, Russia and US to deliver customer projects on time, on budget, and according to business requirements utilizing the agile (XP, Scrum) project management methodology. • Worked diligently with the client and account teams to correctly establish project scope, core business requirements and processes, along with a firm budget divided into the various phases of the project.• Continually assessed the work being developed and deployed against agreed upon requirements, timeline and budget as to avoid scope creep, while adhering to Agile methodologies. • If and when necessary, evaluated the importance of items being brought forth as “extra” to determine the impact, feasibility of inclusion into the project and the necessity of implementing the “extra” requirement, ensuring the change is accommodated by the timeline and the budget.• In conjunction with functional teams, led the development and deployment of numerous online solutions; i.e. web sites, on-line applications, and mobile friendly versions of the web sites for Android and iOS platforms.

Promoted to lead AT&T Marketing, Customer Experience & Loyalty improvement efforts. Responsible for marketing (direct & online) to mid-size companies. Accountable for strategic product customer experience efforts & customer retention & loyalty programs. Led primary and secondary research efforts; e.g. customer advocacy panel discussions & monthly customer satisfaction and sales quality/coverage surveys. • Led marketing, customer experience and loyalty efforts, which helped AT&T Small Business EXCEED company’s 2005, 2006 & 2007, 2008 Customer Experience & Loyalty targets • Successfully provided Customer Experience input & requirements into the end to end sales / management process on key strategic business product development efforts (e.g. BVOIP, VDNA) resulting in improved sales volumes and greater customer end-to-end customer experience satisfaction• Launched Product Development Customer Experience Checklist Process; resulting in a considerable improvement in the design and delivery process of new product development efforts; i.e. incorporating and later measuring the key satisfaction drivers in time for product successful launch• Successfully managed an online sales customer professional communication campaign that considerably improved customers’ perception of AT&T by providing information centered around most recent improvement efforts, accolades and key drivers of satisfaction, e.g. ease of reach • Raised Customers’ as well as Employees’ awareness in the space of Customer Experience Improvement Initiatives by developing, implementing and effectively managing Customer Experience and Loyalty mid-size company web site, used internally and externally• Received VP Dimensions of Leadership Award for Exceptional Leadership in the Development and Delivery of Customer Experience Improvements in the small/medium size segments

Led SBC Data Networking Metro Data efforts in Out of Region territory. Represented Metro Data team on many strategic product development efforts. Supported Data Networking VP, Executive Director and two Metro Data Directors in ad hoc, special project efforts with focus on Private Line and Sonet Transport Services in Out Of Region territory. Delivered following improvements during this year-long assignment:• Deployed an initiative to enable a customer to select a Customer Desired Due Date for project implementation. This additional capability helped AT&T realize additional revenue of $ 1.4M.• Deployed an initiative to allow customers to expedite the delivery of service. This feature helped AT&T realize additional $3.96M.• Secured the necessary funding and deployed a new process to order High Voltage Premise Equipment (HVPE); resulting in bringing AT&T in full compliance with a Legal Mandate and total avoidance of any applicable regulatory penalties.• Depending on the need, adopted multiple project methodologies to deliver projects on time and on, or under budget, i.e. SDLC model (waterfall, v-model, agile, and software prototype)

Led SBC Data Networking Portfolio Management budgetary planning efforts. Ensured full corporate planning compliance for the whole Data Networking organization. Led an effort with SBC affiliate teams to develop and deploy a process and tools to help reconcile and report data networking products sales volumes / revenues. Led initiatives to drive out operational and regulatory costs associated with Data Networking products.• As part of portfolio management cost elimination efforts, managed data networking portfolio worth $170.59M in annual cost savings; $16.99M (Data Networking – 108%) and $153.60 (Regulatory – 169%) in cross affiliate transaction savings. This effort considerably improved the overall knowledge of cost structures and assignment, helping AT&T develop additional product development and management efforts• Led an effort to develop and deploy Data Networking Life Cycle Management process for the Entire Product Management organization; resulting in leadership’s improved and more complete understanding of each Data Networking products’ place within the Lifecycle Management process; thus, helping leadership make more sound strategic / portfolio management decisions • Received Data Networking VP Cornerstone Award for the Leadership, Excellent Delivery and Lasting Contributions to AT&T for the Lifecycle Management process development effort

Promoted to ensure successful implementation of Joint Marketing between SBC Long Distance and SBC Ameritech in Midwest region. Created and directed cross-company core and working teams to ensure successful SBC Long Distance deployment. Fully accountable for a successful launch of SBC Long Distance voice and data products in the SBC Midwest Consumer and Business channels* Successfully developed and managed functional teams to ensure on-schedule launch readiness; i.e. Core Team comprised of Marketing, Regulatory and Legal, Systems, Operational Readiness teams* Effectively project managed the entire SBC Long Distance initiatives to ensure full readiness to sell, order, bill and deliver SBC Long Distance services on Launch date * Provided periodical readouts on project status to Executives Level SBC Long Distance and Ameritech Leadership; e.g. functional VP’s. Utilized the executive readout forums to gain consensus as well as to escalate items in need of executive level approval * SBC Long Distance successfully launched in SBC/Ameritech region in 3rd Quarter of 2003* SBC Long Distance considerably surpassed previously attained subscription results in Southwest and West. regions by 250%; for consumer and business* SBC Long Distance launch exceeded its goal by 160% (Consumer) and 125% (Business)* Recognized by SBC Long Distance Executive Leadership for dedication and Superb Leadership Skills in the successful launch of SBC Long Distance in SBC/Ameritech Midwest region