The Dell Technologies Select Transformation practice is focused on facilitating end-end life-cycle solutions from strategy to design and transformation program delivery, focused on our top global industry leading clients execute and achieve their technology, organizational/operational, application and security top goals and desired outcomes and top initiatives, as a trusted strategic board level partner. Core responsibilities as the Program Director is developing, governing and leading the overall delivery of very large, complex program initiatives across the Dell Technologies Select (DTS) Global Accounts. Dell Technologies Select is partnering with key industry leading Global clients, to transform their technology platforms, processes and operational models with rapid and proven successful results. Position responsibilities include leading/managing the end to end life cycle of enterprise level programs, composed of multiple interdependent project work streams impacting top initiatives and driving desired outcomes. Enterprise life cycle of these programs are broadly defined as , from strategic definition of requirements gathering to business as usual customer handover of outcomes to business product/service owners to control and manage day to day operations. Primary single accountable leader for all program elements with prime responsibility to include interfacing leader to the customer executive stakeholders of business units as well as, vendors, partners and all Dell Technologies family of strategically aligned businesses units on assigned Global Client Accounts.

Federation delivery transformation director for enterprise converged architecture solutions with process, operational model and application transformation programs at premier client accounts.With the acquisition of EMC by Dell, the position and organizational unit has been revised as the integration of Dell Technologies with EMC Federation companies continues to support our Global client accounts in their strategic roadmap journey to state of the art information technology enabling business success and on demand service delivery to their customers.

Primary liaison with federal Service Integration partners on multi-million dollar enterprise IT solution accounts for business development pursuit and start up leadership and delivery execution management. Serve as subject matter expert and primary consultant to federal district leaders regarding strategic and tactical program development within the public sector client communities for existing and target new DoD and civilian clients on large program acquisition opportunities. Research, define, measure and analyze statistical data relative to financial forecasts of clients while creating recommended corporate priority of business aligned to resource and expertise across the organization. Develop opportunity information leads for sales teams based on metrics and analysis of historical spend of the industry of the client base.

As Director, Transition and Transformation, provided functional expertise, leadership and guidance to the U.S. Public Sector business unit end to end for pursuits/delivery programs with TCV ranging from $500M - multi-billion dollar engagements. Led and managed the pursuit and capture of new business with NASA and other public sector agency opportunities with Army, Navy, Department of Homeland Defense, and Air Force opportunities for all business case, pricing and level of effort planning/validations through award. Led win/loss reviews and published metrics/reporting on ROI, win/loss ratios, growth, etc. and aligned with key partners to coordinate a "single delivery team" unit to execute the work upon award. Developed created and published and established corporate best practice as part of the corporate "Top Gun" program for technology innovation design, engineering proving ground of leading edge technology innovation initiatives. As a selected "Top Gun 2010 class participant" (selected 20 of >2000 candidates semi-annually), my project was an initiative to automate and reduce the costs/price of new account start up due diligence practice - non revenue generation activity born by the service provider, to use data analytics and automation, web based interface to be the mechanism to promote a 5 min or less activity that gathered key data drivers through survey based questionnaires. Proof of Concept and sample use cases captured 97% of the core required data to reduce the time of the activity from 90+ days to less than 2 weeks. Outcome of my project proved the hypothesis of improvement/predictive interface in a pilot of the solution was showcased and highlighted at industry supported innovation events as one of the top 3 projects of the program in the 2nd quarter of 2010.

As the PP&D global leader on the Navy Marine Corps Intranet (NMCI) global engagement to consolidate, standardize and have an IT partner provide all enterprise information technology services, systems and support globally across the US Department of the Navy the responsibilities covered 39 areas of specialized transformation of current systems to a global service utility across the globe. Led all definition, design, build/deploy and transition activities to operations for Network, Communication Collaboration tools, application standardization and modernization, video, telephony, data center operations, BUR, network, printing, laptops, desktops, engineering systems, data base, SharePoint, messaging and integration with DoN business systems globally. Initial contract was awarded for 5 years base to complete the transition and transformation of all services, COI unique system migrations, data archiving and management as well as all Information Assurance, Security and proactive detection and protection of all systems. NMCI was 38 work streams of focused transition and transformation delivery disciplined work streams integrated into a single Integration master plan/schedules across ~2600 locations globally, to be transitioned for all necessary business needs to ~510,000 users in 48 months. This program was multi-billion dollar transformation that had many inter-dependencies to manage. Additional responsibility was governance, strategic and tactical planning with key DoN stakeholders and EDS's partner network of subcontract providers. Note, this was an historic and single largest outsource contract engagements at the time and remains today in the current operational state after completed transition the 2nd largest private/publicly shared INTRA-networks in scale/size in the industry, 2nd only to the internet.

Responsible for the transition and transformation business unit providing start up services to new clients for procured IT solutions and services. Oversaw all business framework to provide full scope of enterprise implementation products and services to global, large client accounts within schedule and budget. Led organization and account transition teams ranging from 35 to over 2000 direct reports and vendor/subcontractor assigned personnel. Negotiate and manage all aspects of alliance teaming agreements and responsible for global communications internally and client facing for process and policy changes as well as progress and financial performance of T&T teams in flight and being led.

Senior executive consultant and client delivery executive for IT outsourcing.

Developed planned and implemented the organization, team and guiding principles for the new framework to establish a delivery model for transition and deployment of 39 service areas to the Singapore Government (SOEasy) account.

- During the time on the account, was responsible for delivering the services and enterprise solutions to the clients on time and with a 98% first time delivery quality. My accomplishments ranged sustaining these delivery metrics for 18+ months in roles such as the site transition management level activities leading to the cut over of more than 35,000 seats in the geographical areas assigned, as well as the program manager that led to the 25,000 NNPI seats and more than 12,000 seats for the US Marine Corps. Additionally, delivered the implementation of solutions for the deployment of and additional 40,000 specialty seats. These 40,000 specialty seats were aggregate of 12 unique solutions engineered, tested, proven and implemented within a 12 month period which led to incentive revenue for the account of ~ $100MUS. The IPT role served as EDS's primary authority and partnering interface with the Navy's program manager for all NMCI pre-production and deployment strategic scheduling, decision making and execution responsibilities with oversight of more than 400 people on the EDS team (including subcontractors). During this assignment, I was selected and successfully completed my certification as a Lean Six Sigma Black Belt. My certification project was to improve Service Desk "ticket management" process for the NMCI account. The completed project yielded savings to the program in excess of $4MUSD yearly in operating costs and improved the process yielding improved customer satisfaction results by 20% overall initially, improving to 25% within the first 4 to 6 months of implementation.U.S. Department of the Navy- Various IT, Business and Leadership roles

Multiple roles in the IT field for the Department of the Navy in Cuba, Spain, Italy, England and continential USA evolving to the final 2 roles of IT director (CIO) and Base Communications Officer servicing regional areas of Europe and Tidewater, VA.

Served as Non-Tactical CIO for Commander in Chief Naval Forces Europe. Responsible for all base level IT standards compliance, service delivery and IT infrastructure operations across Europe for the US Naval bases in theater.