Frontdoor has 50 years of unmatched expertise as the nation's largest provider of home service plans. It is committed to transforming the home services industry with innovative products and services.The company was reorganizing when I was approached by a headhunter to help grow and retain engineering teams. I was hired to manage our customer-facing web applications based on my cross-functional leadership skills. One of the priorities for this role was the need to strengthen a team in India to manage our new CMS and CRM platforms. I am also responsible for the company’s customer-facing applications (DTC and B2B ecommerce channels, customer portal, home maintenance portal), working together with Marketing, Product Management, Finance and other stakeholders. In this role, I’ve successfully:► Hired a new team in India and quickly grew the engineering group in the U.S. by 25% in 4 months in order to accelerate go-to-market and balance engineering costs. ► Migrated our on-premises monolithic eCommerce (DTC and B2B) applications to a micro-service platform hosted on Google cloud (Kubernetes). ► Negotiated business rules with stakeholders, identified and planned for dependencies from other teams, and rolled out the new platform with minimum disruption for the business. ► Increased funnel sales by 13% in 6 months by transforming the user experience and improving site performance. ► Reduced annual costs by $0.6M, improving the bottom-line for customer acquisition. ► Launched a Developer Portal, exposing our APIs to 3rd parties that is expected to generate $3M in additional revenue this year.

Rockwell Automation’s products cover control systems, industrial control components, information software, motor control devices, sensing devices, network technology, safety technology, and industrial security. On the system side, it has engineered systems that range from custom-designed, bundled components to large, turnkey system integration projects. I was approached by a headhunter in 2017 to take over the Firmware and Control engineering teams based on my prior experience in product development as well as collaboration with other engineering functions. A weakened team structure, low morale and attrition began 8 months earlier while the company was still trying to fill the position I later accepted. In this role I was responsible for re-energizing my team, increasing productivity and reducing attrition. In creating a new team to meet those needs, I also collaborated with Operations, Sales & Marketing to improve our roadmap and deliverables. In 2019, RA re-structured the business units, including engineering. My responsibilities expanded from 90 to 220 engineers, globally. I also assumed responsibility for the software, continuation engineering and FPGA teams. In this role, I’ve successfully:► Identified and rollout new process to reduce field support time (from ticket creation to resolution) and used existing data to predict major areas of concerns to prevent additional customer issues. Increased customer satisfaction by 1 point (5-point scale) and accelerated field issue resolution by 35%. ► Optimized platform architecture and delivery of products with on-time releases and higher value to customers’ install base, measured by customer adoption and increase in sales.► Reduced product development costs by 23% hiring resources in Poland, India and China. ► Implemented Safe framework for all Power Control engineering teams, improving on-time delivery (92%) and predictability for software / firmware teams (sprint conversion rate at 90%+).

Zebra Technologies is a global mobile computing company that makes technology used to sense, analyze, and act in real time. They acquired Motorola Solutions' Enterprise Division a year before I joined, providing Zebra with additional mobile computing and advanced data capture communications technologies and services. I was hired to collaborate with other functional areas and create an enterprise mobile computing (EMC) platform allowing higher flexibility, faster time to market and lower manufacturing costs for EMC products. I expanded and managed a team of 100+ engineers globally, with focus on product development, software platform, software differentiation, software tools, configuration management and functional excellence for all Enterprise Mobile Computing products. In this role, I’ve successfully:► Transitioned the software development from manufacturing partners in Taiwan, centralizing in a partner software house in India. This transition allowed for code reuse, improved quality and reduced time-to-market and costs. ► Recruited, onboarded and trained the leads for each discipline, including framework, component integration, wireless protocols, and applications. ► Collaborated with other engineering functions to identify a flexible HW/SW/OS platform that could be reused by various customers with different form-factors. The platform reduced manufacturing costs and improved time-to-market, allowing for higher reuse of the software and tooling. ► Converted the entire software organization to SAFe, including the 3rd party partner. Provided better alignment and support to hardware teams for all new products being developed.

Managing a team of 40+ engineers with direct responsibility for system engineering, software strategy, product roadmap and full life cycle software development, working in partnership with Product Management and Senior Leadership. Built (from the ground level) an offsite development center in India, starting November/2013, currently with 21 engineers, supporting all areas of software development and test. Hands-on with all the hiring, training, team development and management. Participation during the project life cycle from product conception and approval to launch. Responsible to understand business case and global marketing requirement for all company products in order to provide comprehensive and clear technical requirements for all functional areas in Product Development (Hardware, Software, Mechanical) and Operations (Global Compliance, Corporate Quality and manufacturing).

Managing a team of 150+ engineers. P&L responsibility for developing large scale, technically complex mobile device applications for smartphones and tablets used on corporate networks. Enhanced employee field mobility and productivity. Play key role in strategic planning, product decisioning, operations, sales and marketing. Lead 12 direct reports and 84 team members in Brazil, India and China.Introduced technical upgrades that enabled Motorola Mobility to quickly hike market share. Android OS was not seen as secure enough for enterprise use. Strengthened device security. Guided sales and marketing teams in resolving CIOs’ concerns. Facilitated 50% market share increase in the enterprise space in just one quarter.

Led mobile device application development. Identified market opportunities for mobile messaging and email, and created high level specifications, requirements and roadmaps. Managed product upgrades for first group of Motorola Android devices to align with Google updates. Led group of 123 in US, Brazil and India. Controlled $8M budget.Launched complex new product in one-third the normal time. Refocused work of Motorola product and software teams from individual products to platform development common to multiple lines. Launched new Android OS in just eight weeks instead of five-to-six months typical of previous upgrades.

Served as final decision maker in planning, management and approval with Google and carriers to deploy maintenance release products to consumers. Assessed team skill sets and coordinated training. Ensured budgets and schedules met corporate requirements.Fully supported product launches despite severe financial constraints. Motorola downsizing resulted in 70% cut in resources. Co-produced plan that boosted productivity and eliminated waste. Minimized the team turnover that could have crippled group performance. Provided comprehensive support for all product launches.

Oversaw software environment encompassing embedded and real time operating system (RTOS) software for sensor development, industrial networking and UI programming. Supported channel community for wireless telecom technologies. Ensured regulatory compliance.Reduced cost and improved quality of growing technology-based service. Replaced 3rd party instant messaging software module with inhouse capability at Motorola. Significantly reduced defects by 50% while eliminating royalty payments, increasing profit margin by $.45.Prior: Program Manager and Liaison with Motorola Brasil. Program and Project Manager at Shell Brasil.Established technical underpinnings of smart card-based fidelity and customer loyalty program. Identified technical systems compatible with back end servers of Shell Brasil and its airline, grocery, bank and big box retailer partner companies. Launched systems on time despite financial, regulatory and technical obstacles in a previously fixed price economy that had suffered debilitating inflation and subdued economic growth.