Technology Strategy within CTO and Labs Organization

Business Unit Strategy• Conducted strategic planning process for Campus & Mobility Business Unit, including plan to achieve aggressive growth targets by entering new market categories Technology Strategy• Developed product and market strategy for HPE’s next generation computing architecture – “The Machine”• Identified path to market opportunities for key IP assets emerging from Advanced Development LabsGTM Strategy• Organized program to diagnose root cause of channel underperformance; Managed four workstreams targeting operational improvements in promotions, MDF, partner training and top partner engagement• Managed cross-functional team to refresh Pan-HP partner program and align to competitive best practices (i.e., membership, compensation, certification)• Developed pricing tactics to respond to aggressive competitive discounting; Recommendations informed by analyses on cross price elasticity, customer lifetime value, market segmentation and expected competitive response Execution: • Led war-room to support procurement negotiations with large component supplier (~$5B annual spend)• Led account-level margin improvement effort for top 200 WW accounts targeting ~$100M OP benefit; Key initiatives focused on enforcement of terms and improved win-rates

• Led process architecture workstream for Quote to Cash transformation program for large OEM. Workstream focused on instituting no/low touch CPQ processes; Oversaw process integration between Lead & Opportunity management in SFDC and downstream systems• Performed external benchmarking study of channel compliance practices at large software vendors. Leveraged findings of study to propose structural changes to education and government channel partner programs at a large Fortune 500 Software client.

• Emphasis in Strategy, General Management• Consulting Club (VP-Communication)• GMAT: 760• Consulting Project for Government of Albania (International Business Development Program): Assessed causes of low foreign investment in IT sector and identified key value levers to attract investment

• Facilitated sessions with up to 15 client employees to identify business requirements for new enterprise-wide loan fulfillment system• Organized and led a task force of 20 clients to identify, escalate and resolve downstream integration issues to meet aggressive go-live target

• Supervised three employees and oversaw all pricing functions at ATI, the nation’s largest inbound tour operator • Implemented dynamic pricing models to monitor and rapidly adapt to competitive pricing actions

• Reported on current economic and political issues.