Tom Eaton Email and Phone Number

Leading a global team that is responsible for the design, integration, test, and validation of enterprise hardware, converged infrastructure, liquid cooling solutions, edge compute solutions, and Telco solutions for Enterprise customers.

Responsible for leading a global team that enables supply chain solutions to meet our customer needs for configuration services for their technology hardware

Responsible for the overall Partner enablement strategy and program for Dell Global Configuration Services.

Designed and built a Customer Success Operations organization for a $500M independent business unit within Dell’s Software Group.Led an 80 person Operations and Technical Support team that supported Next Generation Firewall and Identification Management products globally.Embarked on a significant transformation initiative to create enterprise-class service capability. Scaled business 8% and achieved cost targets while driving change.Implemented global operational discipline within technical support focused on improving speed and efficiency of resolution. Efforts resulted in 40% increase in customer satisfaction and 27% decrease in time to resolve over first 12 months.Responsible for all operational activities and governance which included Business Intelligence, IT systems & Tools, Reporting, Financial planning, Training, Quality, Capacity planning, & programs.Supported Service Marketing & Partner Enablement teams to enable creation of service offerings and partner enablement roadmap to improve revenue and marginPart of the leadership team that enabled the divestiture & transition of the business unit to a private equity owner.

Responsible for the overall strategy and operational execution for Dell Global Technical Account Managers that provide Service support to customers across all Dell business segments. Led a global operations team that was responsible for transforming an account management/post sales support organization to improve customer experience by 5% by simplifying customer facing and support processes while the organization grew 200% to support a $1B premium service offer. In addition implemented operational processes and controls that allowed the business to reduce overall costs and scale to maintain less than 10% cost per revenue. Managed a revenue opportunity program that was responsible for an additional $200M revenue annually. Implemented a global program management office, an award winning learning & development program, a suite of metrics and reporting, governance model, financial reporting & governance, and a sustaining process improvement team. Responsible for all global operational support functions that included forecasting, budgeting, cost management, process development/improvement, training programs, organization communications, program office, and strategic programs.

Led the Americas Field Service Support organization that managed 2.5M calls annually. Achieved a 30% improvement in customer experience scores to attain 90% CSAT. Led the team through transformation programs that yielded 10% cost savings each year through process improvement and quality initiatives. Managed a network of 15k contracted field technicians with a spend of $450M annually.

Implemented centralized Reverse Logistics teams to reduce repair costs by 24% year over year, compressed repair supply chain by 21 days and drove process efficiency in all administrative areas to achieve scaling objectives.Led a team that achieved a $40M reduction of embedded warranty for display products. The team identified the opportunity, developed the analysis, gained approval from Procurement, and negotiated the reduction with the display suppliers.Managed a special project to improve customer service levels for Dell Asia-Pacific Service Operations. Improved operations in the service parts fulfillment center by streamlining processes, building accountable cross-functional teams, scoping a warehouse managements system, and developing and initiating a supply chain service strategy fulfillment project to support 2-hour, 4-hour, and NBD service requirements for 18 different countries.Managed a Notebook Piece Part Test Operation consisting of 76 exempt and non-exempt employees who processed more than 3,000 units per day. Established daily production requirements, capacity planning, and resource planning. Responsible for the measurement of daily production volumes, employee production output, inventory balances, and variances.Implemented a monitor outsourcing program that included the receipt, repair, storage, and fulfillment of 288,000 service exchange monitors. Compressed service supply chain by 38 days and achieved $4.8M in cost savings.