Senior advisor and operational consultant to the company’s senior and executive management teams. Provided strategic guidance and hands-on tactical assistance across a wide range of initiatives, including: the annual budget planning process; business development and account planning, bookings and revenue forecasting, status reporting, and large-scale project/program management. Developed and implemented reports and dashboards using Salesforce, Tableau, Excel, OpenAir and Airtable.Spent the last 2.5 years as the operational lead on the company’s single largest project to-date. From its inception, led the effort to establish and execute all necessary operational components – the program management office, contract administration, resource management, onboarding and training, financial oversight and management, etc. Also functioned as “chief of staff” for and mentor to the program’s General Manager (i.e., P&L owner).

Contracted to lead a Resource Management transformation initiative. The initiative’s objectives were to: (1) identify, document and quantify opportunities for improvement; (2) build consensus and support across all levels of the organization regarding the recommend enhancements; (3) design enhancements to the requisite processes, tools and reports/dashboards; develop and deliver training; and, (4) manage implementation of enhancements for North American consulting practice. • Developed “as is” and “to be” process flows • Documented current state conditions which reduce productivity and/or impair decision making • Quantified cost/benefit of recommend changes • Designed and developed enhanced processes and tools

In July 2010 EMC Consulting moved away from geographically based practices and adopted a more “matrixed” structure with industry-oriented P&Ls supported by national/global “service lines” (i.e., practitioner groups based on key technical and/or consulting skills). Assumed responsibility for project-related and people-related operations within the service lines. Member of the team assigned to define and implement the new organizational structure and supporting processes and procedures. Led effort (within the service lines) to communicate and roll-out the new organizational structure as well as the new systems and processes required to support it. “Chief of Staff” to Global Vice-president responsible for implementing and executing weekly, quarterly and annual business operations and planning activities. Led effort to establish quarterly/annual goal setting methodology and measure achievement against goals to determine bonus payouts for each service line.

Directly responsible for the management and oversight of the processes required to run the practice. Developed and implemented a standard “rhythm of the business” which defined a common governance structure and repeatable communication cycle (weekly, monthly and quarterly) for bottoms-up forecasting of bookings, revenue and resource capacity requirements. Developed capacity planning approach and tool used to balance resource capacity requirements to revenue forecasts. This tool was adopted by EMC Consulting as a standard for all practices. Practice lead on major migration to new IT platform (project accounting and forecasting, revenue recognition, invoicing, resource management, time tracking, expense accounting, and reporting). Led the effort to create a knowledge base for common internal systems related questions, processes, and procedures. This knowledge base was adopted across EMC Consulting.Worked within a large “matrix” (with other EMC organizations) to manage activities and processes related to financial reporting, HR, IT, and recruiting. Led the effort to develop an update organizational model with consistent, well defined, well communicated roles and responsibilities. Helped define and implement a project quality review process with rollup reporting at various levels.

Responsible for two interrelated activities: Post-acquisition transition and assimilation of Geniant into EMC Consulting and management of EMC Consulting’s new Central Region Microsoft Practice (created via the Geniant acquisition).Successfully executed transition and assimilation plan and achieved or exceeded all acquisition ("plan of record") targets (revenue, profit contribution, bookings, employee retention and migration to new systems and processes).

Geniant (aquired by EMC in July 2007) was a leading information technology consulting company that helped organizations create agile, real-time businesses. The company’s service offerings focused on putting in place enterprise-class IT environments that made global businesses more competitive. Geniant provided technology strategy, enterprise architecture, application development and integration, and server and desktop design and lifecycle management services. Headquartered in Dallas, Texas, with offices in Houston, Washington DC, Minneapolis, Tulsa and Kansas City, Geniant was twice named to the prestigious list of Dallas 100 award winners and was ranked third fastest growing technology company in the FastTech 50. A leading Microsoft Managed Gold Partner, Geniant received numerous awards including the prestigious "Partner of the Quarter" award four times.Became the company’s first President and Chief Operating Officer with responsibility for all aspects of day-to-day operations; including; business development; sales and marketing; project delivery; recruiting; partner alliances; off-shore delivery group; finance and accounting; human resources; and, internal IT. Successfully grew company at an annualize rate of ~30% while maintaining an EBITDA of 15 – 17%. Established formal feedback loop to understand and prioritize initiatives that would most dramatically enhance employee satisfaction and morale – implemented top suggestions. Expanded into the mid-west by opening an office in Kansas City. Strengthen key business processes in preparation for grow through acquisition / position the company to be acquired. Acquired by EMC Corp. in July 2007. Member of the Geniant Board of Directors from 2002.

MetaSolv Software (acquired by Oracle in 2006) was a leading provider of service fulfillment operations support system (OSS) solutions for the communications and media industry.Responsible for: all software implementation and upgrade services; the creation and execution of implementation and integration strategies and approaches; the development and application of software implementation best practices, the creation and delivery of education and training services; and, the execution of the partner enablement program. Returned the services organization to targeted levels of profitability. Transformed the services business model from partner lead to company lead. Oversaw the successful integration of three services organizations acquired via acquisitions. Managed the evolution of MetaSolv services into a global organization (from ~6% of revenue outside the US to ~60% of revenue from outside North America). Established an off-shore software implementation team based in India. Regularly functioned as the hands-on executive sponsor for many of MetaSolv’s largest global accounts based in the US, South America, Europe, Japan and New Zealand.

Consulted with existing portfolio companies. Assisted in the evaluation of new investment opportunities.

Founded in 1992, Akili was a privately held Internet integrator that provided end-to-end services including digital strategy, Web design and development, and solutions integration. It became an Austin Ventures portfolio company in June 1999. At its peak, Akili employed 175 professionals based in the company's Dallas headquarters and Houston office. In 1999 Akili ranked 37 on The Dallas Business Journal list of fastest-growing Metroplex High-Tech Companies and 241 on the “Inc. 500” list of fastest-growing U.S. companies.Became the company's first COO with responsible for all aspects of day-to-day operations; including; business development, sales and marketing, delivery, recruiting, partner alliances, finance and accounting, human resources, and internal IT. Began with effort to reestablished company’s profitability. Strict cost controls balanced to revenue achievement resulted in positive profitability for 4 of the last 5 months of 2000. Increased average monthly gross margin contribution by 10 percentage points. Increased average hourly realized bill rate by 26%. Increased average monthly revenue per billable employee by 9%. Restructure senior management team and recruited new members. Member of Board of Directors.

Profit and loss responsibility for $110M Southwest Region Distribution Sector Practice. Accountable for 250 practitioners in 6 offices across 5 states. Managed transition from geographic to industry aligned consulting practice. Member of the North American BIS Steering Committee

Profit and loss responsibility for all integration services in a multi-state area. Grew annual revenue from $37M to $80M. Increased annual gross profit contribution by 11 percentage points. Increased annual billable utilization rate by 4 percentage points. Doubled the number of practitioners to 150 professionals. Exceeded customer satisfaction targets. Implemented mentoring and professional development programs. Responsible for large multinational (US and Saudi Arabia) systems integration and deployment project.

Established IBM’s consulting practice in Austin, TX. Tripled the number of consulting professionals and secured key partnering agreements. Grew annual revenue from $500,000 to $10 million.

Specialized in the management of large, fixed-price projects for state and not-for-profit organizations. Focused on all aspects of large-scale custom application systems design, development and implementation. Strictly controlled project costs and profitability on competitively bid, aggressively scheduled, technically complex engagements. Established and administered development standards defining design, programming, system test, implementation and maintenance deliverables