Successful Account Management delivering $20M yearly Managed IT Services and Enterprise Sales support for Vanderbilt University and Medical Center. Collaborating with VUMC Executive IT leaders within the VUMC organization establishing the trust of the organizations C-suite leadership. Driving a result orientated approach, allowing for scalability of recommended solutions involving collaboration of multiple business units, Pre-Sales engagement, Post Sales delivery and Portfolio Growth. Increased Services Delivery engagement revenue by 7.5% YOY. Successfully utilized interpersonal and collaboration skills, facilitating and building relationships with senior executive Vanderbilt University executive leadership. Accountable for the successful delivery of all contractual agreements, P&L budget management, resource management, Service Level Management (SLA’s) supporting IT Service Desk, Incident and Request Management and the management of 200 FTE’s. Account responsibilities include the successful management of Pre-Sales Process, Proposal development, Solution demonstrations, Account Growth, Statements of Work preparation and documentation. Additionally, Client onboarding and retention, Revenue Growth, Extensive contract negotiations, Process Improvement, Policies & Procedures. Directly responsible for the successful implementation all Program/Project Management efforts $1.6M – applying full ITIL v3 framework, SDLC from business requirements to implementation. Strong leadership managing over 125 FTE’s Incident, Request Management, IT Service Desk, Project Management, utilizing Enterprise Resource Planning (ERP) to meet client needs and support. Drove excellent Client Satisfaction Survey and Net Promoter Score consistently meeting and or exceeding scores in each category. Conducted Weekly, Monthly and Quarterly reviews. Aggressively developed and maintained a client onboarding playbook for reference, leveraging client feedback to drive Continuous Improvement.

Led successful account management of large portfolio agreements, collaborating and building relationships with C-suite leaders, successfully managing Services Delivery efforts, supporting Network Consulting and Professional Services, Pre-Sales process and Portfolio Growth, potential sales pursuits, managed service solutions, proficient in CRM systems – Salesforce, DevOps, establishing trust ensuring Client Satisfaction Surveys and Net Promoter Scores. Consistently delivered increased regional revenue targets $8M YOY. Delivered increased Gross Profit margins up to 37% for all Consulting Engagements. Experience working in highly matrixed organizations, with cross functional stakeholders. Successfully delivered complex program engagements in excess of $20M. Directly responsible for Account Management, post and pre-sales collaboration, client communications, escalations, vendor management, program management. Successfully led and managed distributed teams US, applying ITIL v3, SDLC, Agile frameworks, business requirements through to implementation. Engagement examples, Enterprise SaaS solutions, Duke Energy private MPLS WAN 5-year - $28M, Trinity Healthcare Wireless Design - $6M, Southern California Edison Network design - $2.5M. Successful implementation and management of HCA Healthcare’s - Cisco Enterprise Portfolio Agreement (EPA) - $300M, spanning over a 5-year period. Ensured quarterly business reviews with executive stakeholders, tracking consumption, adoption, and KPI’s. Provided business case review for engagement proposals, developed statements of work, technical approvals, and service estimates. Leading a staff of 55 Sr. Architects, Sr. Consultants, and Network Engineers utilizing Enterprise Resource Planning for staff engagements. Created an Adoption program dashboard, providing weekly status reports for all program engagements. Extensive experience with HIPAA Compliance regulations, Smartsheet’s, Microsoft Projects, Microsoft office suite.

Provided comprehensive program/project management, applying full ITIL v3 framework, SDLC from business requirements to implementation, supporting IT Security, Risk, and Compliance solutions and services. Responsible for implementing Business Continuity and Disaster Recovery response solutions, Governance Models, Security Governance Frameworks, Process, and Policy consulting recommendations. Directly responsible for Account Management, pre-sales collaboration, account growth, client communications, escalations, and vendor management. Responsible for coordinating core elements of technology, process, and resources to implement sustainable tasks of building and operating Network Security, Risk, and Compliance programs, as well as Business Continuity Solutions for clients such as Albertsons Grocery chain of stores. Extensive use and experience with Smartsheet, Microsoft Projects, Microsoft office suite (Word, Excel, PowerPoint, OneNote).

Provided strategic consulting services, full SDLC from business requirements to implementation for Wells Fargo Inc., driving the development of the Second Line of Defense methodology (SLOD). Centralizing Issue Management, developing key Process Documentation, and Exception Management. Directly interfaced with Senior executive IT Infrastructure, IT Security, and Risk and Compliance leaders. Successfully developed an IT Financial Governance Framework model focused on; Policy, Process, Corporate Risk Strategy Framework, Financial Controls, and Reporting/Metrics. Provided cross-business risk impact analysis in alignment with the Corporate Risk Strategy/Framework and Regulatory compliance. Delivered enhanced focus on cross-functional risk initiatives in order to strengthen EIT’s oversight of activities, exposures, and issues that cut across or impact multiple lines of Enterprise IT business units. Focused consulting efforts on Enterprise Information Technology (EIT) Risk Management First Line of Defense - FLOD, Cross Functional Operational Risk (CFOR), and Policy Management providing cross-business risk impact analysis in alignment with the Corporate Risk Strategy Framework and Regulatory compliance. Identified potential GAPs and associated risks in Wells Fargo’s portfolio of Policies and Procedures across the organization, potentially impacting Enterprise Information Technology (EIT) in its ability to deliver Services and mitigate further potential risk to associated Lines of Business.

Developed and executed the long-term strategy and vision supporting Dignity Health’s IT Service Management and Governance framework. Responsible for the oversight, development, and implementation of key Service Assets and Configuration Management (SACM) capabilities and functions including supporting IT Asset Management Policies and Procedures. Directly managed a team of Data analysts focused on healthcare trends and patient healthcare trends to improve patient diagnosis. Responsible for the development and implementation of mission-critical monitoring capabilities, mitigating risk to the business. Directly managed a strategic suite of BMC, HP, and ServiceNow tools and solutions including Remedy Force, HP products (BSM/SiteScope-Monitoring, uCMDB, Universal Discovery/UD10, HP Asset Manager), well as an IT Service Desk /ServiceNow (SaaS) product implementation. Developed key Business Cases supporting the implementation of HP and ServiceNow products as part of a $6M program implementation. Developed a 3-year Program Roadmap for implementing and developing Desktop Productivity, Configuration Management System (CMS), IT Asset Management tools and capabilities, Configuration, Incident, Problem, Request, Change, uCMDB, Service Catalog, and Vendor Management. Successfully implemented HP Service Manager suite of applications, applying full ITIL v3 framework, SDLC from business requirements to implementation. Collaborated with executive leadership in the development of an IT Governance strategy framework, policies, standards and procedures, and Business Continuity Response Plans for managing IT Services and Operations. Managed a team of 7 direct reports, 25 indirect (Offshore/Onshore), and 10 Contractor/Managed Resources, as well as managing all annual budget requirements. Extensive use and experience with HIPAA Compliance Regulations, Smartsheet, Microsoft Projects, Microsoft office suite (Word, Excel, PowerPoint, OneNote).

Responsible for multiple IT Infrastructure organizations; IT Service Management, IT Service Desk, and Desktop Services, IT Service Portfolio Program and Project Management, IT Security Systems, and Governance Operational Risk management, Application Development, Application Support, Service Delivery, Service Asset, and Configuration Management capabilities, Asset and Software Management Data Center Operations, DEV OPS, IT Purchasing, Vendor Management, and Business Continuity-Disaster Recovery and Crisis management programs. Extensive Process Improvement background whether business process improvements or Technology based process improvements. Established a long-term vision for Data Center Operations and facilities, Service Desk, and IT Service Management functions. Developed key strategic Business Continuity and Disaster Recovery planning solutions, strategies, and roadmaps. Directly responsible for establishing a newly designed Service Desk model based on IVR & CRM solutions. Managed Tier 1 & 2 Application Support teams for Mission Critical Applications composed of 85 Service Desk agents 24/7, and HP Service Manager supporting all functions. Developed and implemented an IT Service Management framework and strategy introducing an IT Governance framework founded on Industry Best Practices Policies and Procedures based on ITIL v3, ISO27001, and Cobit 5.0 methodologies. Responsible for compliance, Sarbanes-OxleyDirectly managed 9 direct reports, 85 indirect reports, and 15 Outsourced offshore resources. Extensive use and experience with Smartsheet, Microsoft Projects, Microsoft office suite (Word, Excel, PowerPoint, OneNote).

Established the successful overall strategic vision and direction of DHL’s Business IT Service Management organization. Accountable for the procurement and management oversight of all IT Services delivered to the business valued in excess of $400M. Developed an IT Governance model and framework to manage and implement a World Class IT infrastructure organization to support the business through appropriate, detailed, and enforceable Service Level Agreements (SLA) in line with key business objectives. Directly managed a team of Data analysts responsible for developing key data analytics supporting transit performance for both Domestic and International Lane segments in support of DHL’s Salesforce and Operations Management teams. Extensive Process Improvement background whether business process improvements or Technology based process improvements. Program Management office responsibilities, developing solutions to meet business needs, successful project efforts ranging from $10M - $140M, applying full ITIL v3 framework, SDLC from business requirements to implementation. Developed key strategic Business Continuity solutions, strategy, and roadmaps to meet or exceed business operational needs. Directly managed an outsourced Supply/Demand Model and IT Services Run budget of approximately $400M inclusive of; Data Center Operations, IT Service Desk, Telecoms, Hosting, and Vendor Management, spanning over 800 applications and services (Domestic/International). Directly managed a team of nine-9 direct reports and 25 Service Management Offshore FTE’s m distributed between DHL’s Data Center Operations located in Scottsdale AZ, Cyberjaya Malaysia, and the Czech Republic. One Year International Assignment. Negotiated Managed Services Outsource agreement with Hewlett Packard’s (HP) Managed Services organization. All negotiations were conducted in Bonn Germany 2008 – 2009. Extensive use and experience with Smartsheet, Microsoft Projects, Microsoft office suite.

Ensured strategic alignment of DHL IT services to meet the needs of DHL’s Business users, Internal & External customers. Improved systems availability and delivery through meaningful Service Level Management. Defined appropriate provisioning requirements for new and existing applications and hardware while managing cost and risk to the business. Delivered optimized resource utilization for support functions through effective assessments of IT Services delivered. Achieved World Class IT services through the effective use of service improvement programs and implementation of ITIL disciplines. Communicated at all levels of senior management across all business units and corporate functions. Responsible for managing Outsourced IT Services on behalf of the business in Supply/Demand model. Extensive Program/Project Management experience; Project Initiation through to Implementation for programs in excess of $5M. Achieved 99% systems availability 2008 & 2009. International and domestic application support for 140 Mission Critical Applications. Coordinated with senior business leaders across all business units to define IT needs and key business objectives. Developed major incident management recovery program supporting mission and business critical applications. Led process improvement programs to reduce the number major incidents by 38% for DHL’s top 100 mission critical applications. Managed risk through effective change management control and implementation of ITIL and ISO20000 standards. Partnered with DHL IT Domestic Application Support teams on Mission Critical Applications supporting US Operations, Import, Export and Sales.

Chosen by DHL Executives leadership to participate in a pilot program designed to develop DHL’s future executive leadership. The program required that candidates move out of their existing roles and into roles in other parts of the organization and not within the same discipline. I chose to pursue a technology path based on my background within DHL. The program required a two-year commitment after which candidates were to deliver a business case recommendation(s) on how they would change the business, Impact Analysis, Cost, ROI, Roadmaps, and Project Recommendations. As the Senior Program Manager, I proposed the replacement of DHL’s Import, Export and Warehouse Management solutions. As the Sr. Program Manager, I was responsible for all phases of Application Development, Statements of Work, Financial Analysis, collaboration with IT Senior Leadership based in Bonn Germany and DHL’s Data Center Operations based in Scottsdale Arizona. Led the successful program development of a new $48M airline hub integration project designed to consolidate two major US hub sort locations. Developed and led DHL’s US network operations global containerization program - project cost $14M. Developed enhanced Warehouse Management solutions to align with global network strategy designed to improve transit times to Asia Pacific Rim countries from the US $16.5M. Successfully developed DHL’s facilities integration project requirements, responsible for integrating 176 DHL facilities onto standardized courier route optimization solution. Department head; sustaining engineering support for 160 mission critical applications and services, Project manager responsible for the successful solution design, application development and deployment DHL’s Export/Import Documentation Imaging solution for US Operational Hub/Sort facilities and Warehouse Management solution $24M, completed within project timelines and budget cost. applied full ITIL v3 framework, SDLC business requirements to implementation.

99% On-Time performance wide body Aircraft Operations, Aircraft Maintenance, Export, Import, International Airfreight Operations, Ramp, Warehouse and Ground Courier Operations. Developed Strategic air and network planning solutions for Supply Chain Logistics customers. Successfully implemented strategic Global Air Freight for key top 100 DHL customers, Cisco, HP, Dell, Nordstroms, and the US Military to name a few. Directly managed all Line Haul LTL trucking transportation needs for West Coast distribution for Overnight shipments, delivering On-Time performance 97% +. Managed strict compliance of all U.S. Customs and government regulatory requirements for US Exports. Monitored transit performance to Asia Pacific Rim and European countries. Negotiated all commercial airline contracts and rate agreements. P&L responsibilities for $56M. Developed long and short-term strategic goals for $24M purchased air (commercial air cost). Directly managed and ensured the development of 260 FTE’s / 14 direct reports.