I introduced an aggressive initiative to diversify the customer base beyond the existing 8,000+ accounts and transform the company into a cloud-based business and revenue had doubled in six years.I devised a companion sales expansion plan focused on increasing the number of strategic partnerships and offering fresh, clearly differentiated products including several complex SaaS concepts and involved +350 cross-functional skilled and experienced team members for further developing the competitive strength of the core product lines. ►Offering new services to new partners has enriched average contract value by tens of millions and kept the CAGR running at more than 30%.To handle that much growth profitably required a highly efficient design and delivery system. I worked with the heads of each functional area to search out and replace operational deficiencies with more innovative, streamlined, and cost-effective methods. Their efforts have raised productive 10% to date and improvement is ongoing.I recognized that to maintain such a vibrant momentum it was essential to provide a workplace that attracted and retained personnel with exceptional competencies. As a member of an internal council focused on developing capable leaders, I crafted and governed the launch of a series of educational programs that reflected my personal dedication to continual learning and knowledge as a key to career advancement.As the training took hold, we saw team performance jump 14%. With a more learned and qualified group of candidates to pick from, we were able to increase promotions from internal staff 30%. And because individuals have reason to sense a blossoming future, 94% of our workforce is still on the payroll.

I was moved to the VP level to partner with senior corporate leadership to orchestrate organizational changes capable of achieving high growth rates. I first targeted our product line, raising the caliber of the services offered by combining 250+ professionals working in eight regional service centers into a delivery mechanism dubbed National Professional Services. I formulated NPS devised specialized solutions that helped acquire and integrate 12 new clients worth an average of $5 million each in incremental revenue. Enhancing our project management skills through a commitment to best practices induced 13 partner operations to come aboard and bring almost $50 million in gross margin with them.With all the top and bottom line growth, I didn’t want attention to internal excellence to wane. I insisted on continual efficiency improvements and one way the team responded was by expanding the use of digital and cloud-based practices throughout the firm. That affected a four-year 26% CAGR.I also wanted the work environment to be inspiring which I felt assisting personnel with career advancement might achieve. So I authored, launched, and championed involvement in the company’s first skills development program. Not only did availability of the benefit foster 93% employee retention, it also helped bump team performance 12%.

I moved onto a position offering full P&L responsibility with the opportunity to develop aggressive growth strategies, drive operational improvements, and set the budgets needed to get the job done. I began by challenging the 35 members of my team to reimage how we could deliver service. The group’s inventiveness produced a host of restructured internal operations and delivery models including integrated automation.Within nine months, the crew had raised functional performance 38%. Those improvements led to a 10% hike in revenue of which 80% converted to gross profit.

My successes as director led to a promotion that basically doubled the scope of my responsibilities; a team with twice as many members and a P&L with two times the dollars. As always, I set my sights on exceeding the plan’s goals. I devoted time to concurring with business unit managers to set growth strategies and create the processes and procedures that would make beating the numbers possible.In one year, the team increased sales 34%. By exercising my influence as the portfolio lead on the empowerment committee, I was able to make it easier to do business with us, and that raised client satisfaction to well above 90%. I also broadened the product line and pushed technicians and field representatives to spend more time with clients. Those efforts helped spur the average annual revenue increase 18%.The company was active in mergers and acquisitions. It was my job to ensure all the sundry operational departments of each new addition functioned with the efficiency expected of a single national enterprise. My guidance of the integration routine raised the inclusive organization’s efficiency 22%.

My challenge as director was to move what was already a competent service delivery organization to top-tier status by magnifying the value of the cutting-edge technology-based communications solutions the 45 engineers produced.The group had no small hurdles to jump, facing an average of 75 projects a year. By establishing strict performance standards, a regimen of KPIs to accurately measure achievement, and carefully integrating the various skill sets, I was able to raise overall productivity 18% which boosted sales 15% and added an equal percentage to gross profit.By far my most profound contribution was to drive a change in how customers and employees themselves perceived the business and how it operated; not as a valued-added reseller but in the role of multi-vendor system integrator. The transformation spawned a new multimillion-dollar segment.

Owner and executive responsible for leading the delivery of services and operations. Focusing on building and developing a success business of IT products and services.