Lead a globally distributed, regionally focused product support organization that is making rapid advances on the maturity model through a culture of collaboration and open communication, resulting in: • Expansion of support from 6 to 25 products with an 80+% reduction in first response and first assignment time (exceeding our target KPI), all with fewer people• Consolidation of multiple ticketing systems into one customer-facing system (Zendesk) and one internal escalation system (Jira)• Centralization and standardization of a 24/5 global support team focused on improving the customer experience• Fulfillment of a vision for Level 1 support for triage and issue prioritization and Level 2 for detailed issue resolution• A single source of truth (Support SharePoint site) for runbooks, documentation, best practices, and training material• A cross-training program with primary and secondary focus areas to increase agent flexibility and bandwidth• An onboarding process that has become the standard for ensuring staff are ready to support new releases on Day 1• Year-over-year improvement in product support KPIs through automation, standardization and staff development• Strategic roadmaps for system optimization and efficiency gains to improve the customer experience and retention• All-hands-on-deck focus on P0 (urgent) customer issues and more efficient handling of P1 (high-priority) issues• Strong working relationships with leadership and sharing of best practices to support all customers• Improved collaboration across product, engineering and support teams• Provision of support insights and metrics to leaders of various agencies that use Choreograph products• A cohesive and more robust culture, arrived at through collaboration with senior leadership• Improved products as a result of a feedback loop focused on user pain points and product gaps

As the Chairman of board of directors, I facilitate the PSE/PSK Alumni Scholarship Foundation's board of directors' meetings and facilitate action items. The board of directors' meetings focus on planning and development of fund-raising activities, decisions related to allocations of funds for various projects. The board of directors is also responsible for interviewing, selecting, and awarding financial scholarships to selected applicants.

MANAGED THE TEAM• Worked with staff of 11 to identify roles and responsibilities, set goals, address training needs, and manage resource assignments o Held one-on-ones and ad hoc meetings, provided real-time coaching o Managed raises and bonuses, promotions and performance plansELEVATED THE DEPARTMENT• Developed program management practices to save company millions on outsourcing• Implemented a project portfolio management system to provide critical data for evaluating and prioritizing projects and managing resource allocation• Established end-to-end portfolio management process for intake, evaluation, prioritization and execution of major projects and programs CHAMPIONED INNOVATION AND STRATEGY• Initiated portfolio “pipeline” linking disparate processes into a single process flow o Enabled real-time status of projects within the pipeline• Collaborated with IT director to streamline end-to-end hardware, software, and professional service acquisition process o Ensures compliance, budget, and infrastructure roadmap requirements are met• Shepherded pilot to develop a resource management practice for the company• Initiated effort to improve coordination of resources and processes across departmentsLED CUSTOMER FACING FORUMS• Served as company liaison between SPP and its customers (Change User Forum) o Presented customer-facing and -impacting system and user interface changes o Gathered customer feedback on enhancement requests and defect fixes o Coordinated release planning and customer testing requirements o Facilitated customer feedback on enhancement requests and bug fixes• Led SPP’s Stakeholder Prioritization Process o Facilitated quarterly review of SPP’s portfolio of work o Gathered release plans from SPP business units to present to customer base o Facilitated customer feedback on priority of enhancements, defects and projects o Coordinated internal adjustments based on customer prioritization feedbackfeedback

BUILT THE TEAM• Integrated seven analysts and engineers into a newly formed team to provide critical support for engineering activities, in alignment with the department’s strategic plan: o North American Energy Reliability Corporation standards compliance o Implementation of process automation and other process improvements o Use of project plans as path to improved results for engineering studiesPLAYED TO KEY STRENGTHS• Provided general direction but gave staff wide latitude in determining how to use strengths to create value, resulting in: o Increased standards for documentation o Innovative use of maps and narrative to make study results less technical o Improved communication of department results internally and externallyLEARNED THE BUSINESS• Learned key engineering principles to identify ways to contribute to group’s success • Engaged heavily with rest of leadership teams to brainstorm how to fill gaps

MANAGED THE TEAM• Selected and evaluated staff, recommended salary and position adjustments• Developed direct reports through training, coaching, goal setting, and mentoring• Developed budgets for assigned functions and ensured staff and resources were provisioned to meet strategic plans and mission• Defined strategic plan and three-year roadmap for team to better serve stakeholders• Developed and implemented project plans and initiatives that maximized the team’s contribution to corporate strategic successCULTIVATED RELATIONSHIPS• Managed day-to-day interactions with organizational leadership• Facilitated interactions with other departments and SPP customers to ensure effective and accurate requirements were defined and traced to protocols• Facilitated interactions with internal and external stakeholders to ensure detailed and accurate testing strategies, approaches, and plans were developed and executedMAINTAINED STANDARDS• Provided day-to-day management and maturation of processes and procedures• Served as primary decision-maker for issues involving team-level functions• Led an ad-hoc cross-functional team of 16 to develop 100+ documents for compliance with Critical Infrastructure Protection (CIP) requirements

MANAGED THE TEAM• Led technical team of 11 in support of real-time and enterprise production applications• Led planning and execution of activities to meet cost, time and quality goals • Owned status reporting, risk management, and escalation of issuesPROVIDED TECHNICAL GUIDANCE• Led enterprise technical conversion of new production platform • Aligned team to support and maintain production and disaster recovery systems• Ensured deliverables met business owner and stakeholder requirements• Supported development of solutions to address production application issuesSERVED AS STANDARD-BEARER• Developed processes and procedures that led to improvements and efficiencies• Managed efforts to establish processes and controls to meet audit requirements• Integrated activities across multiple functional lines• Led outreach program to improve communications with operations department

UPPORTED START-UP• Played key role as PMO charter member in developing practices still in place today • Adapted standard project management practices to fit company’s culture• Worked with directors to develop SPP’s project prioritization process • Led multi-discipline team in onboarding new customers across multiple industries• Led vendor management efforts for key contracts MANAGED PROJECTS• Drove $2.6M software and hardware upgrade in 10 months (vs. 2.5-year prior effort)• Led on-time, on-budget migration of platform from one vendor to another• Supported numerous project teams in managing risks and escalating issues beyond the project team’s control• Controlled planning and execution of project activities and resources • Ensured acceptance and approval of deliverables from project sponsors, business owners and stakeholdersSHARED KNOWLEDGE• Invited to share subject matter expertise with: o Sam Walton School of Business, University of Arkansas, Fayetteville o Central Arkansas chapter, Project Management Institute

• Provided leadership to solution architects, project managers, and business analysts• Led teams in development of solutions for new customers• Consulted with customers on products, services and project processes and procedures• Worked with executives to define project scope and report performance metrics