Todd Francisco Email & Phone Number

Lowell, Mi, Us

Grand Rapids Mi, Michigan, Us

As Vice President of Professional Services, I'm responsible for the successful delivery of PreSales through Delivery of ServiceNow offerings (ITAM, ITOM, ITSM, CSM, FSM, SecOps, OT and Managed Services). The improvement program that started with my role as VP of Customer Experience Transformation, resulted in a reorganization of the roles/responsibilities and the frameworks and processes, such that the Professional Services leadership team (Directors and Architects) is responsible for both the PreSales component and the delivery component, resulting in improved solutions sold, improved expectations set and managed (internally and externally) and improved customer satisfactions scores. During the first year in this role, I successfully led our team to improve our 12-month ServiceNow CSAT score average from 3.2 to 4.1 (and continuing to climb).

Grand Rapids Mi, Michigan, Us

As Vice President of Customer Experience Transformation, I was responsible for enhancing our customer experience and internal team experience. To drive this activity, I established and led a Customer Experience Transformation Program. The program consisted of leads across the organization, working together to establish yearly goals with quarterly objectives and associated plans to drive achievement. This included performing assessments of Sales through Delivery, with our customers, with ServiceNow and across the internal organization. This resulted in rebuilding and implementing an enhanced delivery transformation framework (and associated roles and process) as well as the pre-sales framework (and associated roles and processes). This role's responsibilities carried over into the VP, Professional Services role.

Plano, Texas, Us

Leading the Delivery Growth Initiative, I was accountable for creating and executing delivery transformation programs that align to ServiceNow's expanding platform and our customers' increasingly complex environments and requirements, all of which has resulted in tremendous growth at Acorio. These programs included (1) Accelerate Programs for new-hires that have key core and character skills but may be lacking in specific consulting and/or ServiceNow skills required to be successful, (2) Enhanced Onboarding Programs to shorten the learning curve for new team members who have the right skills and just need to come up to speed on our Acorio way of success, and (3) Skill Enrichment Programs to enhance the skills of our existing team members to match the rapid growth and expansion of Acorio. In addition, I was responsible for working with (and often-times leading) other key task force teams that have been put in place to focus on key areas of growth across the organization.

Plano, Texas, Us

Responsible for owning, defining and overseeing the Program Management discipline and associated engagements for our Service Management Consulting Services. The driving force behind this was establishing engaging solutions and successful deployments of large, transformational projects and programs for our clients. This included all activities from Sales, Advisory, and Delivery and into Ongoing ServiceNow Platform Support. In addition, responsible for developing additional delivery services, such as Platform support models, Platform governance models and Onboarding / Operation Support models, which are typically outside of the traditional ServiceNow deployments. These transformational projects / programs typically included combinations of HRSD, ITSM, CSM, ITBM, Discovery, Asset Management and Unified Service Portal. As part of this role at Acorio, I regularly led and executed enhancement initiatives to continue to improve our team and services. These included such activities as creation and rollout of the Project Leadership Team (PLT) methodology, Cross-project Coordination (XPC) framework, EMO Enablement Framework (which was used as a pilot for the organization) and Program Management Enablement. In addition, was a key player in enhancement and rollout of the Program/Platform Technical Architect and Program / Platform Business Process Consultant roles, Advisory to Delivery alignment initiative and PreSales Advisory / Large Project alignment initiative.

Plano, Texas, Us

As Delivery Manager at Acorio, I was responsible for the successful delivery of Service Management projects and services globally, with a focus on the cloud-based ServiceNow platform. My involvement started during the sales cycle and carried through to post-project activities, ensuring the project was setup properly, delivered to expectations and resulted in happy customers.

Ashburn, Virginia, Us

As Associate Partner in Project Management (aka Sr. Program Manager) I was responsible for leading teams to deploy Service Management services, processes and tools for new and existing customers using the cloud-based ServiceNow Platform. This includes shared-service areas of IT Service Management (ITSM), Human Resources (HR), Employee Relations (ER), Governance Risk and Compliance (GRC), Customer Service Management (CSM), Security Operations, Project Portfolio Management (PPM), Performance Analytics (PA) and IT Operations Management (ITOM). In addition, I regularly lead customers through the process of determining their strategy, roadmap and ongoing support plans. Typically I am assigned to key accounts to lead the program and also assigned to programs / projects with major issues to bring them back on track. In addition, I'm regularly assigned to lead the more complex projects/programs as well as new ServiceNow areas as they are released. We consistently receive add-on business from customers after initial deployment of projects I've led. One of the projects was showcased at ServiceNow's 2016 Knowledge Conference (Knowledge16).By providing unified solutions for IT and beyond, Fruition Partners, a DXC company, enables customers of all industry verticals to overcome their most pressing business challenges in less time and at less cost. From completely managed services to custom integrations, we offer end-to-end strategic guidance that addresses every phase of the service management lifecycle.

Palo Alto, Ca, Us

As Pipeline Manager for Global Engineering & Technical Consulting (GE&TC) Pre-Sales Team I was focused on the new sales opportunity pipeline. The new sales opportunity pipeline consists of sales engagements with customers, from small pursuits for existing customers to large, complex pursuits for new customers. On average handled 325 pursuits per year with an average yearly total contract value of $8.8B.

Palo Alto, Ca, Us

As Delivery Leader for Enterprise Service Management (ESM) regional deployment team I was responsible for the deployment of HP's IT Service Management (ITIL) services, processes and tools for new customers. Clients included companies like Vale (Brazil) and BMS (US). ESM is an Infrastructure Service Line that ties together different platforms, services, applications, and data. The programs I was responsible for involved global, matrixed teams with an average team size of 135, a deployment timeframe of 1-2 years and an average budget of $9M

West Hartford, Us

As Sr. Program Manager for the GM OnStar Account I was responsible for management of application projects, deployment programs, refinement (factory) teams and the program delivery of best-shore contracts. This also involved the creation of solutions and proposals in response to requests for proposals (RFPs). In addition, I facilitated and coached the creation and deployment of Agile Framework, Iterative Framework and associated methodologies (using Scrum Project Management techniques where appropriate).

Boston, Ma, Us

As Senior Program Manager for the General Motors 2006 Program, I was responsible for leading a group of 24 consultants (from 12 different top IT companies) to develop and deploy the Project Management strategy, processes and tools for GM's new IT global outsourcing model. In addition was part of the team that created proposals for new projects that aligned with this new model.

Reston, Virginia, Us

As Portfolio Manager for the Vehicle Quality and Parts Portfolios ($15.6M worth of programs/projects yearly), I managed 5 program/project managers who were responsible for various projects and programs across the two portfolios. In addition, I coordinated with Portfolio Business Managers (Executive Level – US & Global) on their overall strategy, proposed projects and existing projects. The largest program involved deploying a new Parts Strategy initiative, which included building new parts warehouses, deploying new processes and a new ERP (SAP based) system.

Master Of Business Administration (M.B.A.)

Bachelor'S Degree, Mechanical Engineering

Bachelor'S Degree, Marketing