• Led a team of 40 front-line staff and 5 managers to generate inbound and outbound sales leads for teams across Rackspace.• Brought in to address urgent need for operational improvement; conducted initial analysis and presented findings to sales leadership and was asked to take over the team and implement recommendations.• 102% attainment on lead targets over my tenure as leader.• Introduced quality control program that resulted in customer score improvement of 170%.• Built effective collaboration with leaders across sales, marketing, and product teams that enabled effective feedback loops on marketing performance, sales attainment, and customer insights.• Built an outbound lead generation team from initial conception through four months of target attainment; defined and implemented team mission, strategy, roles, hiring criteria, playbooks, KPIs, and outputs.

• Served as “second-in-command” to leader of a 1,400 person organization comprised of 1,000 technical support and 400 data center staff – first person in role.• Acted as advisor and proxy for the SVP; ensuring effective prioritization of time and effort on the organization’s most crucial and urgent needs.• Responsible for headcount and budget management, hiring and recruiting for leadership roles, objective setting and prioritization, and communication plan for the organization.• Presented to CEO, Senior Leadership Team and company-wide Directors + sessions regarding the organization’s strategic plan, objectives, and progress to date.• Translated strategic objectives into operational plans; built KPIs and dashboards to track progress against goals.• Led numerous high-priority projects:o Rollout and ongoing management of ticket prioritization tool in order to improve response times to most urgent customer tickets via a proprietary ticket scoring algorithmo Workload Reduction – led a team of technical Rackers to identify, prioritize, and scope initiatives to reduce workload of customer support teams; achieved 7% reduction in under six monthso Ticket templates and automation – led team that templated and automated ten most common customer requests, resulting in hundreds of thousands of tickets prevented each yearo Cloud Migration – brought in halfway through to turn around a struggling effort to migrate all cloud customers out of two datacenter facilities. Analyzed project to date and made changes resulting in ~$1M cost savings and on-time project completion (avoiding an extension of the lease on our datacenter).

• Managed a team of customer-facing DevOps Engineers during the initial launch of the DevOps Automation Service product.• Responsible for overall customer outcomes, operational efficiency, and project management.• Determined appropriate efficiency metrics to assess team productivity, throughput, profitability, and customer satisfaction; created a unified metrics dashboard for DevOps that enables operational adjustments based on data analysis.• Developed materials and presented information about the DevOps offering across Rackspace, including training for sales and support Rackers and updates to senior leadership.• Worked with internal teams such as IT, Billing, Finance, Product, Operations, and Marketing to complete tasks necessary for product launch to limited and general availability within extremely tight deadlines.• Developed and implemented a scaling plan to scale the DevOps product to general availability.

• Led cloud mass communication process; oversaw development of a new internal tool for delivering mass tickets to cloud customers.• Assembled and led a billing “tiger team” to address backlog of billing issues; coordinated billing, communications, finance, IT, and other teams to resolve issues from discovery through root cause analysis, remediation, and customer communications. Cleared more than 20 incidents from backlog over 3 months.• Led an end-to-end review of Incident Management processes for SMB/Enterprise GMs; met with stakeholders across business units, gathered and analyzed data, presented findings and recommendations to senior leadership.

• Led the university’s newly created Office of Corporate Engagement, responsible for developing strategic, multifaceted partnerships between UTSA and local, regional, and national corporations. • Created the strategic plan for corporate engagement to guide the OCE for the next 1-3 years. • Developed OCE website, marketing materials, and brand identity; created standardized collateral materials that can be used by all university constituents when working with corporations. • Oversaw the creation of an internal Corporate Engagement Council comprised of deans, vice presidents, and other senior leaders; co-chaired the Council with the university Provost. • Established relationships with corporate executives throughout Texas and created and implemented strategic plans for each corporation considered a potential collaborative partner with UTSA. • Solicited and closed philanthropic gifts, sponsored research agreements, marketing and athletics sponsorships, and developed recruiting relationships with key corporations.

• Served as primary work stream and task lead on complex consulting engagements with the National Park Service (NPS). • Developed strategic objectives and project plans to ensure that projects drove toward CPM’s mission of promoting and enhancing the management capacity within the National Park Service. • Coordinated with project teams and clients to ensure that deliverables were well thought out, practically organized, and professionally executed. NPS Scorecard Engagement • Led project work stream to improve the usability of the NPS’ Scorecard management tool. • Created a series of webinar presentations for NPS employees to provide an overview of the Scorecard and its role in planning, budgeting, and decision-making at the park, regional, and national levels. • Redesigned Scorecard reports to enhance NPS employees’ understanding and interpretation of park operations data; conducted usability testing and incorporated test feedback into report designs; revised existing training materials to integrate updates to the Scorecard. • Evaluated 52 scorecard software products to identify options for NPS’ upcoming software replacement; wrote comprehensive assessment of the top four products for presentation to the NPS comptroller. NPS e-Collaboration Engagement• Co-lead on project working towards creating a culture of collaboration within the NPS.• Created an overview of communities of practice and other collaboration methods and presented to various NPS employee groups.• Advised on incorporation of collaboration tools and practices into revision of NPS’ intranet.

• Managed a portfolio of 30 Fortune 1000 companies and developed annual strategic plans for cultivation, solicitation, and stewardship of major gifts ($50,000+) from each. • Developed relationships with Rice alumni and corporate contacts within targeted companies and engage them to foster collaboration with Rice on sponsored research, recruiting, and philanthropic giving. • Prepared proposals, letters of inquiry, and presentations for corporate partnership and solicitation.

• Analyzed current operations to assess park’s financial health and identified park-wide and divisional priorities over a three to five year time span. • Performed detailed analysis of visitation patterns and constructed a study to evaluate optimal hours of operation for park entrance gates and visitors’ centers. • Created implementation plan for Preauthorized Debit Program for Commercial Use Authorization holders in order to improve percentage of fees collected and streamline collection process. • Presented completed plan to superintendent and management team for immediate implementation.

• Managed all financial, technical, and operational aspects of the Gala Events Program, comprised of 27 annual fundraisers with over 22,000 attendees and $6 million in yearly revenue, representing 20% of the organization’s yearly operating budget. • Developed reporting and analytical tools to provide financial information to staff and volunteer committees, allowing for accurate revenue and expense tracking and more accurate budgeting. • Managed a cross-functional team to implement new electronic registration and silent auction system resulting in 50% annual decrease in uncollected revenue.

Puerto Rico Disproportionate Share Hospital Engagement • Calculated annual Medicare statistic for 28 client hospitals using a proprietary database model, enabling the hospitals to receive over $17 million in supplemental funding; communicated with Puerto Rico Dept. of Health to validate each hospital’s reports and resolve submission issues. Pharmaceutical Pricing Litigation • Analyzed more than 10 years of historical pricing and sales data for each of 11 products belonging to a major pharmaceutical company to create summary information; designed and built financial models to calculate potential damages in order to forecast the company’s potential liability.