Held dual role responsibility for new product development and corporate strategy. Responsible for product management, user experience, and operations including pricing, compliance, agility enablement, product ownership, release management, and data analytics. Responsible for strategic planning for the future direction of the portfolio, consisting of 4 major platforms and 300+ products.• Oversaw delivery of 100+ new product releases and launches annually.• Drove identification of major new investment and approval of associated business case for entry into Federal government cloud market.• Integrated 7 newly acquired companies and their platforms into existing portfolio and guided utilization of those technologies into development of new cloud-native platform.• Introduced strategic framework designed to ensure alignment of corporate and product priorities across complex 1100-person development organization (100+ development teams), resulting in more effective utilization of resources and increased value to the market. • Oversaw introduction of simplified pricing model, shifting from perpetual-based to subscription-based model, resulting in 50% reduction in time-to-quote and increased ARR.• Led corporate strategic initiative to transform go-to-market strategy and operations to cloud native model.• Developed data-based decision-making culture by introducing cross-departmental alignment launch framework and product-specific KPIs.• Drove 10% increase in employee engagement scores; worked with leaders to develop innovative team-specific improvement plans. • Partnered with HR to develop mentoring and coaching curricula for entire company.

Newly created position; responsible for managing company’s new product portfolio, including identifying, building, and launching new products.• Led formation of Product Management department. Developed methodology to ensure highest value new products were being developed across R&D department.• Introduced framework to align cross-departmental activities to ensure effective launch of new products, including marketing demand generation and sales enablement.• Drove new product initiatives expected to generate millions of dollars over 3 years.

Consultant for turnaround management consulting firm specializing in helping companies achieve improved operations and/or survival. Responsible for working with the consulting team to quickly assess, develop and implement financial and operational strategies to turn around distressed companies.• Led operational assessment of an oil and gas company in federal receivership. Improved cash flow by reducing expenses and improving receivables.• Organized weekly operational review with staff to implement accountability and financial improvements, resulting in 20% improvement in cash flow.

PresidentLed strategic direction and held full P&L responsibility for all global offices in US, UK, and China, including revenue generation and expense management, along with employee engagement. • Grew revenue by transforming existing single-product oriented sales model to regional multi-product sales model.• Led effort to diversify market share away from volatile market.• Developed and implemented first long-term strategic plan including new product development and new market diversification through creation of product management and strategic marketing functions. Directed organizational change from a pure product-based environment to a customer-focused, market-based environment.• Spearheaded streamlining of new product development process launching 3 new products and forecasting top line increase.Board of DirectorsResponsible for corporate governance of holding company.• Approved sale of medical subsidiary to focus on core competencies and increase dry powder.• Directed refinancing of company debt to lower interest costs and improve cash flow.• Assisted in development of acquisition strategy to assist in company growth.• Recommended process and training for onboarding new Directors.

Newly created position; responsible for all aspects of day-to-day operations, including production, procurement, inventory management, IT, ERP, and shipping and receiving.• Led inventory reduction project reducing inventory and product lead time.• Reduced manufacturing costs as percent of Sales; immediate savings identified within first 4 weeks of project.• Negotiated agreements with several vendors to improve quality and reduce lead times. Results improved on-time delivery for finished products.

Newly created position; responsible for strategic direction and business operations of the Nursing Institute, which includes oversight for capital and operational expenses for a nursing workforce of 11,000 employees. • Spearheaded standardization of staffing targets for nursing across the health system. Developed reporting and accountability processes to manage targets saving $1M+.• Centralized and disseminated $12M of capital equipment over 12 hospitals, first time in hospital history.• Negotiated with national suppliers implementing a first-ever bed purchasing strategy saving costs and improving patient safety and quality metrics 40%. The strategy phased in over 4-6 years and involved $20M+ in capital expenditures.

Managed strategic projects impacting the entire health system. Led a team of 6 project managers working on strategic clinical and non-clinical projects across the organization.• Led a team of physicians and operations staff through a process to improve physician documentation across the system. This process included the development and implementation of a software application facilitating appropriate communication between physicians and other caregivers ensuring compliance with federal regulations.• Directed a team of physicians and operations staff to capture revenue associated with healthcare payor write-offs across the system. Process changes included additional functionality in the electronic medical record, allowing streamlined communication between physicians and patients.

Responsible for special projects for various aspects of limestone quarrying and processing operations as directed by Senior Vice President of Operations. Profit / loss and strategic responsibility for dock transloading operations.• Profit / loss and strategic responsibility for two bulk storage and transloading facility operations that produced $22 million in annual revenue, including successful oversight of company’s first tri-modal transportation contract (ship/rail/barge) of 700,000 tons of stone annually. Included successful management of relationships between publicly visible operation and federal, state, and local government officials (including multiple local port authorities), unions and media.• Lead project manager for the building of a new limestone processing plant. Project was the first new limestone processing plant ever constructed by the company. Project cost estimated at $17 million.

Profit / loss and strategic responsibility for $100 million transportation division. Managed waterborne transportation operations including supervision and evaluation of 340 employees. Developed and directed $11 million maintenance program and operation of 12-ship fleet.• Led division through divestiture of assets valued at $140 million. Worked with company officers and investment bankers to determine successful strategic direction for division during this time while positively affecting employee morale through communication and effective leadership.• Directed the operations and vendor relations successfully through Chapter 11 bankruptcy filing, facilitating organizational consistency during a time of extreme change.• Negotiated concessionary union contracts with 2 operating unions with a total resultant cost savings of $2 million (5%) over 3-year timeframe. Changes included manning levels, work rule changes and compensation savings.