As a Cloud Economics business value specialist - I help AWS customers and prospective customers shape their information technology strategies and business models to quantify the benefits of running workloads on AWS. I work with senior executives at AWS and our customers to frame the economic benefit of their adoption strategy, and communicate the economic value proposition for AWS to a broad audience of senior business and c-suite executives. I serve as focal point for all business value, TCO, ROI, business case and financial discussions with our customers.My responsibilities include driving business case, value analysis and ROI related BD activities within AWS, supporting the Americas Sales organization, Marketing, BD and products teams on ROI/economic related customer engagements.

A LATAM payments/transaction processing provider> Partner with CTO and business operations stakeholders to evaluate strategic options as part of a divestiture of business applications, including: - performing deal due diligence, - post-deal impact assessment of IT operating model, - planning for a transition management office during the sign to close window, - identifying potential investments for client as it seeks to transform into a regional Managed Services ProviderA midsize life insurance provider>Enable the IT CIO to realize ~30% annual IT spend savings by transitioning from a single to multi-vendor managed services environment: - perform current state capability assessment - define roadmap to target state capability - benchmark current IT spend against industry - market scan of potential vendors - services scope development - manage RFP process (including vendor scoring, contract negotiations, and transition planning) - accelerate onboarding new vendors to improve client's time to realize savings A major annuities and insurance provider>Managed an IT Service Desk team, including the implementation of ITIL processes and coordinating 24x7 coverage for Incident/Event management as well as planning functions for production releases of software upgrades

A global financial services provider’s enterprise IT Business Development group > Supported a client team planning its annual technology conference in Silicon Valley, with vendor outreach and creation of strategic briefs for attendees> Tracked status of company selections and maintained project plan throughout engagement including managing escalations with client teamA leading US-based asset management & investment firm> Partnered with IT COO to support the development of a Total Cost of Ownership (TCO) framework for the IT organization> Validated the client’s vision and use case for TCO, and determined their maturity relative to industry standard and peer benchmarks> Developed an IT show back model, reporting frameworks for members of the IT management committee and proposed a path for client to achieve its target state goal of consumption-based TCOA bank with the most extensive branch network in the United States> Supported the development of a prioritization roadmap and migration strategy for client’s 3000+ application catalog as it prepared for the deployment of a hybrid cloud platform.> Assessed the application catalog for cloud readiness and profiled applications to accelerate savings through legacy infrastructure retirementsWorld's leading international insurance & financial services organization> Developed a Target State Roadmap for IT Cost Transparency with IT PMO> Advised in developing cost allocation methods to improve cost transparency and drive towards a governance model based on IT total cost of ownership> Assisted in analyzing client financial data to develop sample Bill of IT for a subset of stakeholders based on leading practices in IT cost show back

Led a transformation initiative for $1.0B services business, enabling sales & delivery organizations to work with a uniform portfolio of offerings that will enhance scope quality and produce project efficienciesDeveloped a forecasting model to generate at least $30M in savings during procurement; framework will improve pricing competitiveness & increase market share Supervised a cross-functional team focused on defining a three year strategy roadmap for the North American services business, including evaluating potential investments in new growth areas to improve profitability Led a process improvement program to redefine how Ericsson pursues vendor partnerships; emphasis on tools, processes & internal resource requirements that secure commitments to improve Ericsson’s competitiveness

Created services solution proposal and pricing strategy to win $400M 4G LTE rollout contract with T-Mobile; business case demonstrated Ericsson’s delivery capabilities that enabled $150M+ in OPEX savings Engaged regional and C-level customers for all major services pre-sales proposals alongside T-Mobile Sales UnitSupported Project Management organization in project planning, solution modifications, and vendor procurementManaged growth opportunity funnel for T-Mobile Sales Unit by incorporating forward-looking strategic analysis of the operator’s market position, financial strength and spectrum assets; leveraged Ericsson portfolio for proposals

Ericsson is a world-leading provider of telecommunications equipment and related services to mobile and fixed network operators globally. Over 1,000 networks in more than 175 countries utilize our network equipment and 40 percent of all mobile calls are made through our systems. We are one of the few companies worldwide that can offer end-to-end solutions for all major mobile communication standards.In my role as a Business Analyst 2, I have supported Ericsson’s Customer Units in the pursuit of new business opportunities by applying a consultative sales approach. I have developed and presented customer-oriented business cases, focusing on customer needs and issues in order to build value propositions for network roll out services solutions involving multiple product areasand 3rd party products. Specific responsibilities include:• Act as the end-to-end business and commercial terms expert for bids.• Work with Business Unit Sales Support to drive appropriate pricing models.• Provide proactive support to Customer Units to foster thought leadership in the network roll out services space.• Develop value proposition and sales material in support of launching new solutions and services.• Provide project sales support leadership for opportunities to ensure timely, high-quality responses that address the following:o clear value propositiono a pricing and account strategy that is consistent with the winning strategy• Actively participate in internal strategy sessions and market analysis.

The Trust is the official non-profit partner of the National Park Service, dedicated to restoring the National MallDefined strategic objectives for the Trust as it begins a $350M capital campaign to rehabilitate the Mall Researched successful public-nonprofit partnerships, interviewed key social-cause leaders affiliated with the Trust, and developed a tactical roadmap for the Trust to deploy as it begins to reach out and educate potential donorsCreated a two year marketing communications plan, which will raise awareness of the Mall’s deteriorating condition, establish the Trust as the leader of restoration efforts, and inspire potential donors to act

Kaiser Associates is a boutique strategy consulting firm with headquarters in Washington, DC and London. Kaiser Associates is dedicated to helping leading global corporations improve their performance and unlock new sources of sustainable, profitable growth. We provide our clients with strategic insight and analysis that drives decision-making. Founded in 1981, we maintain deep, long-standing relationships with the most admired companies in the world, including five of Fortune’s Ten Most Admired Corporations and six of the top ten of Business Week’s ‘Global 1,000’. In addition to our headquarters locations, we maintain offices in Sao Paulo, Brazil; Cape Town, South Africa; Toronto, Canada and Hong Kong.Defined key focus areas for a leading software manufacturer as it prepared to enter the PaaS marketEngaged internal stakeholders throughout project to facilitate knowledge sharing, which influenced client’s understanding of the competitive environmentInterviewed cloud computing experts, leading product managers, and key decision makers of industry leaders about best practices, and leveraged these insights to identify opportunities for client to position itself in the marketplaceHighlighted competitors’ strategic roadmaps and incorporated these implications into client’s go-to-market strategy, which will enable client to compete more effectively against its primary competitors in this new market

Partnered with clients to set expectations and ensure the installation process’s complexity was clearly understood, resulting in increased customer satisfaction and repeat business for the companyDelivered over 70 client engagements of varying complexity, including (2) first-time field applications of private customer rings for which I received a Departmental Recognition Award Strived to implement designs quickly by engaging Verizon’s construction crews and third-party stakeholders, such as building managers, in the design process and tackling potential roadblocks earlyEarned an efficiency rating of 145% actual vs. estimated labor hours by managing network capacity at client sites and providing high-level details to installation teams, reducing time on-site and maximizing workforce efficiency Removed obsolete telecom equipment from field, which freed up fiber facilities for future growth demand and retired $160K of depreciated assets from balance sheetsManaged two First Office Applications for private customer network rings which generated more than $3 million in annual revenue; awarded a Departmental Recognition Award for completion of one ring ahead of deadlineIdentified cell sites capable of wireless network expansion for Sprint, T-Mobile, AT&T, and Verizon Wireless; prioritized and designed sites to meet aggressive 4G roll out deadlines for Verizon Wireless

Represented department on July 2007 multi-organizational task force to restore service after steam pipe explosion Managed up to 6 customer relationships to meet project goals and provide service within budgetary constraintsDesigned customized solutions on a range of telecom equipment platforms to meet specific customer demands

Summers 2004, 2005Researched potential opportunities to remove out-dated equipment and presented retirement progress to executivesDeveloped utilization and productivity statistics for organization’s vehicle fleetUpdated executives on network design and installation progress for the 2004 Republican National Convention