Steve Scales Email & Phone Number

Lac Du Flambeau, Wi, Us

• Primary analyst responsible for providing analytical data and designing “User Friendly” business dashboards which are crucial in the daily operations of the Dell Global Field Service Organization.• Utilize predictive analytics to provide and advise on actionable business improvements and recommendations to the field service directors and VPs. (i.e. Headcount Modeling, Resource Utilization, Partner Mix Percentages, Financial Cross-Charges)• Accountable as the designated “conduit” between the field business teams and the IT organization to provide and communicate the requirements for new and existing technology enhancements.• Provide training and mentorship to field and operations members across the organization. • Develop and maintain analytic and financial dashboards which are consumed across organizational boundaries• Maintain and audit of the global field service area coverage polygons. I utilize spatial data and analysis, along with global zip code data to create unique data tables which include custom derived travel distance datapoints. These datapoints are the key in determining the correct SLAs for each individual global service area.Consultant Data Intelligence Engineer / Consultant Program Manager2009 – 2015, EMC2 Corporation Global • Redesigned the EMC global service delivery process into a more cost-effective, scalable, and efficient model.• Led the program management team responsible for the roll-out of the transformation initiative across all major markets within the Americas, EMEA, and Asia Pacific Theatres.• Developed and delivered the training materials utilized globally in the transition.• Led the redesigning of key performance metrics measures and communications that allow for greater focus, granularity, and transparency into the field service organization. Two major tools that I utilize for this support are Alteryx for ETL/Data Prep/Spatial Analytics and Tableau for building effective and efficient data visualizations.

Madison Wisconsin

Managed a group of Customer Service Engineers to maintain and increase customer satisfaction through high quality installation, repair, modification and preventative maintenance of High end digital storage equipment and software supporting central Wisconsin and Upper Michigan. Promoted the development of strong cooperative relationship with local Sales and Technical Operations organizations.

Management of a sales support team consisting of 13 Systems Analysts and Production Training Specialists. With annual sales quotas of over 40 million dollars, my team was responsible for all pre-sale data, mainframe and network technical support. Along with all the rewards and challenges that were associated with leadership of a highly technical, skilled and elite team of professionals, I was alsoresponsible for implementation and deployment of a customer training structure that utilizes contracted personnel. Success relied on incorporating the contracted trainers into the internal processes developed for product coverage while at the same time ensuring that the coverage model stayed profitable for the corporation.

Implementation, management and support of technology equipment and communication devices used by the field service force. This support required a wide and varied range of skills, including; Training of field personnel - Development of operating system images utilized on field workstations - Network troubleshooting and support for internal customers - Equipment negotiation, procurement and vendorinvoice verification - Documentation development and field testing - Inventory control and asset tracking.

Management of a service team consisting of 23 Customer Service Engineers. With annual service revenues of over ten million dollars, my team was responsible for maintaining all low/mid volume and color reproduction equipment for Southern Wisconsin and Eastern Iowa. Management responsibilities included performance evaluations, human resource implementation, personnel sourcing and hiring, profit and loss, customer satisfaction and service reliability performance. Utilizing workgroup based management, my team was able to maintain top rankings for all performance targets throughout my leadership tenure.

Originally the lead technician, I took over the management of the Service Center in 1989. The Service center was a Xerox store front for walk in customers to bring their major brand printers or PC's in for diagnosis and repair. The Service Center was also used for existing Xerox customers as a supply depot store. My responsibilities included customer contact, service troubleshooting and repair, supply/parts ordering, inventory control, customer billing, advertising and overall center profit and loss.

Responsibilities included, first level escalation support for low volume service representatives, training of new hire service representatives, and technical focal point for sales organization.

On-site service of low/mid range Xerox equipment, third party printers and peripherals, and Dell computers. Service would include, initial customer contact, problem troubleshooting and diagnostic, problem resolution and customer followup. Originally designed as individual territories, the work environment changed over the years and developed into a workgroup oriented environment. I was a strong proponent of the workgroup concept and was a key player in its formation and development.

Lean Six Sigma Green Belt - Certified

Activities and Societies: Values-Based Leadership - Director I Strategic Business Planning and Finance - Director II EMC Storage.

Instructor - Certified

Activities and Societies: Personnel and Project Management Quality Instructor Certification Network Technologies

Education record

Copy Cats Copy Center Whitewater, Wisconsin

Associates, Electronics