Responsible for modernizing and supporting business systems for Finance, HR, Legal, and Sales for MV Transportation.

Responsible for 3-Year Strategic Planning process, it's annual implementation cycle, automation / continuous improvement, and integration with 1-Year Operational Planning and Monthly Business Review cycles.

Manager of the Quote to Cash value chain for Enterprise Services business unit. Leads the strategy, demand mgmt, business architecture, and integration teams. Also responsible for project and business management operations.

Provided leadership, during the HP acquisition of EDS, for Service Management process area. Facilitated a strategic business to technology gap analysis session for a global audience spanning the two companies resulting in identification of key business requirements that enablement assessment of 17 ITIL processes and strategic positioning, migration planning, and facilitation of handover to go forward organization.

Directed a service improvement initiative for a 16 million-dollar jeopardy account. The initiative involved process reengineering, technology implementation, and organization reengineering. The result within six months was a referenceable customer and within a year contract renewal.Provided leadership and vision to a large geographically disperse matrix team enabling the development and deployment of first EDS Service Management (ITIL) delivery model. The model provided an integrated view across delivery organizations, customers, and partners. It included processes, roles and responsibilities, work instructions, scenarios and an implementation toolkit. Additional responsibilities included planning and facilitation of working sessions where global participation was in excess of 100 people. This activity stood up the first Desktop Outsourcing operating model for the company.Led and managed a global team providing Process Engineering support to EDS’ Infrastructure, Applications, and Business Process Outsourcing service lines. The results were improved product development cycles time, integrated business and technical solutions, and incorporation of best practices. Provided leadership, vision, planning, and facilitation support to the EDS Enterprise System Project (SAP Implementation) during the development of the Enterprise Process Model and Architectural Framework.Provided coaching on business architecture, integration support to large scale, enterprise transformational initiatives, participated in new sales deals and contracts implementations providing process and business architecture consulting expertise, and on behalf of the CIO, facilitated and managed a Global Process Leadership Board responsible to oversee prioritization, integration, and process and the technology changes to the core business infrastructure.

Developed the first working model for the Distributed System Management Center supporting a top 5 EDS account. The project included a delivery framework, system and network monitoring tool selection and implementation, process design, organization structure and risk and issue resolution.Provided process consulting and metrics expertise organizational design activities. Responsibilities included planning, facilitation, metric capture and analysis, process design and communication. Requirements determination and design responsibilities for a large scale system and network management initiative a top 5 EDS Account. Design included client server based applications, workflows and organization structure.Owned client relationship responsibilities for top 5 EDS Account with focus on Pricing, Accounts Receivable, Invoicing, Appropriations and Fixed Asset Departments. Responsibilities included relationship building, problem solving, and facilitation of technical development, identifying business growth opportunities. Designed, developed, tested, and implemented mainframe based technical solutions for client's service requests