• Established an IT technology strategy, including ERP, CRM, and custom applications, to lay the foundation to support future innovation and growth. • Developed, championed, and delivered portfolio management processes to streamline demand intake prioritization, align investments with company strategic goals, and standardized program delivery processes, • Aligned initiatives with corporate OKRs, ensuring delivery teams focused on value realization for the organization.• Led the annual operating and capital budgeting processes for the IT Organization.• Championed enterprise digital transformation programs to streamline business processes and deliver seamless end-user experiences to customers, partners, and internal stakeholders.• Managed FTE and Offshore Partners teams to deliver strategic programs for BrightDrop. BrightDrop Connect is a cloud-native application to support Customers, Partners, and Authorized Service Centers. CCA Integrations to keep parts ordering and processing for BrightDrop Customers and Partners, Nauto, a 3rd party provider of aftermarket equipment and subscriptions for driver monitoring and safety, Snap-On as BrightDrop’s EPC, FedEx and Ryder, and multiple DMS provider integrations.• Drove strategic vendor relationships, negotiating rates and agreements for strategic partnerships for software and service providers.• Transitioned delivery teams for custom-developed applications to Agile delivery from the hybrid waterfall, driving greater alignment on business priorities, improving visibility and transparency, and delivering incremental value to business teams in a predictable fashion.• Oversaw the application portfolio assessment to ensure alignment with business needs and scalability.• Collaborated with executive leadership to define technology roadmaps for supporting future capabilities.• Developed and maintained a holistic view of the application landscape to shape decisions about technology and strategic investments.

• Led a team of IT Product Managers, Business Analysts, Full Stack Engineers, Program Managers, Scrum Masters, Service Reliability Engineers, QA Engineers, and L2 Support Engineers split evenly between Santa Clara and Bangalore. The team is primarily responsible for developing and supporting applications and infrastructure to support global partners, customers, support engineers, customer success managers, and support leadership. • Accountable for $13M expense budget for developing and supporting Palo Alto Networks SFDC Service Cloud, Gainsight, Customer Support Portal, Support Admin Site, and approximately 35 other applications, including product licensing and updates. • Licensing is used globally to support customers' products and services by providing real-time entitlement information, product license keys, content updates for various security services, and interactions with Sales to help with configuration, quoting, order fulfillment, invoicing, and renewals processing.• Led product, engineering, and IT teams by designing and delivering capabilities to support customers with onboarding and activating new products and services. Redesigned flows, reduced complexity, and introduced streamlined processes to take activation from 45 unique steps to fewer than 10 for cloud-delivered products.• Primary executive in IT to partner with Global Customer Support and Customer Success organizations to drive strategic planning for initiatives enabling scale from $5B to $7.5B in product and service bookings.• Built team to support New Service Introductions and ensure new service offerings were ready for partners and sales to begin selling in the planned timeframe. Service sales grew from 18% of bookings to 30% of bookings.• Negotiated contracts with suppliers providing staff augmentation services or agencies providing L2 support to provide 24*7*365 support to partners and customers.• Led package evaluations and technology selection committee

• Drive delivery of new products and services covering new hardware platforms, virtual platforms, cloud, and SaaS offerings while facilitating sales, activation, support, and renewal of new offerings for customers.• Guide a team of six direct reports and >100 cross-functional matrixed resources, enabling annual bookings growth from $2B to $6B and revenue growth from $1.5B to $5B.• Led team of Product Managers to design and develop service offerings accounting for a 35% improvement in service bookings and a 28% improvement in services revenue.• Built a team of Engineers and Product Managers responsible for driving Product and Business requirements to support key certifications (FedRAMP, ISO, FIPS, CC, WCAG) to ensure products achieved key certifications to unlock markets, improving TAM by 65% as certifications were achieved.• Partner with key executives to ensure alignment of products and services across business functions. Serve as the key decision maker for scope-related items and trade-offs when launching new offerings.• Led an agile transformation for NPI teams that provided greater agility as business needs changed. • Led a shift in products and services to SaaS and Cloud offerings to address market changes. Standardized the product and service launch playbook to accelerate the time to market dramatically.

• Lead for entire Applications portfolio. Provided the organizational design and strategy for the portfolio, supporting the acceleration of booking and revenue to a projected $1.2B in revenue• Led an organization with 12 direct reports, 45 indirect reports, and >100 contractors while stewarding an expense budget of $7.5M and a capital budget of $10M.• Managed planning processes and drove the development and planning of significant solution implementations to support rapid expansion. • Led teams in planning, designing, developing, and delivering new product offerings.• Spearheaded transition of Tier 1 production support processes to an outsourced partner firm to substantially improve capacity and delivery capabilities. • Transitioned Revenue Recognition from RevPro to SAP Revenue Recognition to accelerate revenue close cycles, provide real-time visibility to revenue, and improve forecasting capabilities.• Delivered a new CPQ (Configure Price Quote) solution that generated 25% fewer transaction processing errors. Migrated the solution to a cloud-based provider to support scalability and enable partner self-service quoting. • Scaled updates and licensing services globally on an Akamai and AWS platform to better support global customers and facilitate content updates to customers every five minutes.

• Led all Front Office planning, budgeting, development, and expansion, focusing on IT organization design, voice and data communications, system integration, emerging technologies, enterprise architectures, strategic alliances, and data security. • Guided the efforts of six direct reports, 30 indirect FTEs, and 25 contractors while responsibly managing annual capital and expense budgets of $3M – $5M and $4M – $8M, respectively.• Implemented a strategic IT staffing plan. Led cross-functional teams through three mergers and acquisitions, facilitating product and service offerings integration into the licensing and product Go-to-Market solutions and processes. • Hired portfolio leads to drive business portfolio demand and significantly shape the project funnel to improve stakeholder satisfaction levels with portfolio updates.• Architected, designed, and implemented a revamped customer support site scaled for growth and focused on improving the customer and partner experience. • Improved the updates solution to provide customers with content updates every 15 minutes. Automated renewals processing and oversaw a rollout of MDF and multiple sales enablement tools.• Designed a Quarterly Steering Committee Program facilitating executive buy-in on trade-offs and investment decisions. • Led QBRs with senior management and stakeholders from the Front Office to review progress and adapt plans based on changing business conditions. • Developed IT Applications strategic plan. Formalized change management for all SOX-related applications.• Led package selection and evaluation for a Configure Price Quote solution and an SAP implementation for FICO, MM, and Renewals.

• Took the lead in optimizing the applications portfolio while responsibly managing the departmental budget and related expenses. • Led architecture review and analysis with key stakeholders to identify solutions and technologies required to support scalability and growth. • Partnered with business leaders to develop processes for portfolio rationalization and secure funding approval for critical initiatives.• Led and oversaw migration from NetSuite to SAP • Rolled out Single Sign-on for all customer-facing applications. • Enhanced global customer support by implementing a new call center management package. • Rolled out a new partner onboarding process, partner portal, and MDF portal package. • Provided partners and customers real-time access to order updates by architecting and deploying new licensing, software, and content update solutions. • Implemented solutions for Order Fulfillment, Global Customer Support, and Customers.• Negotiated and opened the company’s first two data centers to significantly improve the applications portfolio's performance, uptime, failover, and redundancy. • Hired key personnel to stabilize, scale, and support the Salesforce.com (SFDC) environment.• Effectively supported multiple new product offerings by providing Go-to-Market capabilities with quoting, configuring, order fulfillment, customer registration and activation of devices and subscriptions, and service orchestration and integration of all front and back-office services.

• Planned and directed the efforts of 60 FTEs and more than 20 contractors implementing systems supporting Sales, Sales Operations, Marketing, Channel Marketing, Finance, Support, and Operations.• Stewarded an expense budget of $2M and a capital project budget of $10M. • Oversaw solution design and architecture for the front and back-office portfolio of business applications.• Introduced a process to assist the business in identifying and prioritizing IT initiatives that provided high value to the organization. • Teamed with business leaders from Marketing, Sales, and Finance to facilitate cross-sell and upsell capabilities and enable the organization to run a Trade-Up program that protected the brand and eliminated the grey market resale potential of Riverbed products.• Reduced duplicate shipments, enabled same-day order processing, and improved the ability to ship new product sales at the end of the quarter by implementing an integration technology that facilitated real-time integration of sales, manufacturing, and customer support. • Designed and developed a configuration and quote tool for Inside Sales Representatives and Partners that substantially improved the sales-to-quote process, delivered self-service capabilities, and provided near real-time information on order status.• Generated $2.5M in tax savings by offshoring and automating warehousing and shipping for customers outside North America. • Cut annual spare parts stocking and shipment costs by >$1M by integrating support depots and shipments with UPS.

• Dramatically improved productivity and lowered costs by effectively planning and directing systems implementations across Finance, Human Resources, and Merchandising Systems. • Guided a 25-person staff with as many as ten contractors while responsibly managing $7M in capital projects and an annual expense budget of $1M.• Reduced procurement and labor costs by $3M annually through vendor negotiations and outsourcing of the Order-to-Pay function. • Managed production support transition to an offshore model, resulting in a 50% reduction in support costs. • Delivered additional savings of >$400K by deploying receiving functionality across multiple cost centers and employee and manager self-service applications to the field.• Standardized new store purchasing processes to reduce PO processing time by 80%. • Project managed the implementation of the Cognos Planning application, resulting in a 25% reduction in the time required to collect and analyze budget data.