As part of the newly formed Digital Products organization, led the development of the Dealer Digital Product team. Responsible for developing new digital products for Automotive Dealers as the company transforms to an Electric Vehicle future- Recruited and trained new Product Managers- Developed training programs for new Product Managers- Developed methodology for assessing new products- Developed Enterprise decision management solutions for OnStar digital products sold by dealers including Next Best Action analysis

Let a team of 200+ software developers, analysts and program managers for Sales, Marketing, and Fleet through all aspects of system delivery and implementationLed Development and Delivery for Customer Data, Contact Centers, Profile Management, Identity, Fleet, Knowledge Management, and global sales systems. Focused on leading edge product development and CX.Implemented a creative way to mainitin 2 Contact Center platforms using one UI, saving significantly implementation costs and reducing the cost of trainingManaged the teams transition from traditional waterfall to SAFe Agile development, including organizational transformation

Responsible for partnering with the most senior levels of business leadership (CMO and VP-levels) to develop and deliver an IT portfolio designed to drive sales and increase customer engagement. Responsibilities include- Managed the insourcing of GM’s US contact center, while platforming the solution on to a Siebel architecture- Managed the development and implementation of Quantum, our global brand websites platform. - Moved the global websites from individual sites managed by 3rd parties to a global common platform, reducing costs and improving the customer experience- Relationship Management at most senior levels of organization across the globe- End-to-End Delivery of a $100M global portfolio including requirements management, project management, testing and delivery- Insourcing of all external Marketing IT external spend with 3rd party suppliers- Strategic planning and portfolio management for all Marketing programs- Responsible for leading and driving IT processes within business teams- Operational issues management and resolution- Implementation of common, global systems where applicable

Leading the PMO for application delivery for Sales and Marketing solutions globally. Team consists of 30 project and program managers, leading 50+ projects globally. Project teams range in size from 10 to 200 members. A cross-section of projects and successes include:- New GM IT Organization was formally launched in 2011 after a large reorganization. Led the development of new application delivery organizational model, including new processes and tools for driving consistent processes, tools, and management structure- Helped drive a massive insourcing program to move GM IT from 80% outsourced to 90% insourced within 3 years. - Lead on-campus recruiting at Carnegie Mellon University for undergrad and graduate IT talent. - Responsible for rebuilding the project delivery organization with outside talent from across the US

Led a team of 6 executives and several IT specialists to drive GM’s IT strategic planning process. Responsible for driving GM's global IT strategy across all processes and regions, from strategic formation through to portfolio and budgeting. Developed the methods for driving the business and IT strategy alignment. Identified cross-functional program dependencies. Drove cross-functional business process improvements - Led a BI Strategy initiative for GM. Interfaced with GM’s Automotive Strategy Board to drive best BI solutions for individual strategy board members. Responsible for understanding the Key Performance Indicators of the companies’ leadership and defining solutions to meet their needs- As part of the Revenue Optimization Transformation Initiative, drove GM’s ability to forecast demand, plan for demand, detect changes in demand, manage resources that respond to and shape demand, as well as measuring GM’s demand management effectiveness. - Developed a set of process and tools to support timely removal of access from SOX applications for departing employees and contractors. Analyzed external benchmarks and best practices for optimal solution for GM. Analyzed industry best practices for the implementation of a Web-based access control system

Delivery executive to Trilogy’s largest Automotive client. Responsible for all development and deployment activities- Led all Consulting and Implementation activities for the Automotive Retail Web-site Lead-To-Order (LTO) project at a Japanese OEM. Increased both lead volume and lead-to-close rates from 10 to 13%. Sales from web leads increased 250%, resulting in over $20M in gross profit contribution- As Director of Post Deployment Group (PDG), responsible for driving customer success at selected customers- Negotiated with CEO to close second largest business-value contingent contract in Trilogy history. Turned a $1.2M annual account into a $6M account within 6 months, while substantially increasing customer satisfaction. Doubled revenue for client from this channel. Led team of 20 internal employees- Sold and managed the implementation of several upper funnel online sales tools to drive online customers from vehicle consideration to sale. Resulted in a 40% increase in funnel conversion

Responsible for development and deployment of software solutions for Ford Direct.

Senior Manager (1998-2002); Manager (1996-1998); Senior Consultant (1995-1996)- As firm lead for Automotive Captive Finance practice, responsible for developing go-to-market strategies, developing staff and creating new product offerings. Successfully grew one of the largest captive finance practices in the industry. Service line generated over $40M- Led development and execution of Tier 1 supplier automotive exchange market response strategy. Consulted to numerous suppliers on strategies within exchange market- Managed multiple subcontractor and vendor relationships with outside companies, including interviewing, negotiating, evaluation, and planning- As lead for OEM Structural Cost Reduction service line, developed methodologies and account strategies. Managed several initiatives within OEM accounts, saving clients over $100M in IT spend annuallyTeam Lead for several automotive and heavy equipment manufacturers