Pepperell, Massachusetts, United States
Lead business-side of strategic acquisition integration program, coordinating with key stakeholders from ZOLL and the acquired, conveyed business units to conduct an ERP Migration to SAP and the following physical manufacturing plant migration. • Identified and prioritized existing ERP functionality for configuration timeline in new ERP (SAP) • Compiled groups of end users and access types required for new ERP, scheduled and coordinated on-site training and required travel based on access type and job requirements (service, manufacturing, QA, etc.)
Value Stream Manager, 10/2023 - 7/2024: Directed 2 sub-value streams with oversight of dedicated product, engineering, and UX teams in matrixed environment for new and existing PRO Suite products. Coordinated efforts and met milestones through regular Scrum-to-Scrum meetings, reports to leadership, and ongoing collaboration with other value streams. • Reduced implementation spend and customer time to live (TTL) 30% through coordination of cross-functional efforts among product, engineering, and global services to deliver MVP of new product. • Improved user experience and unified business structure software setup via successful migration of domain teams in PRO Suite software from flat to hierarchical business structure. • Optimized Agile processes with introduction of 2 6-week timeboxes per quarter, which coincided with transition from quarterly to continuous planning for both sub-value streams. Sr. Cloud Program Manager, 10/2021 - 10/2023: Managed complex workforce management (WFM) for cloud, working across global, matrixed environment (Asia, US, and Europe) to meet update and migration timelines. • Achieved 85% adoption rate in 4-week implementation push by driving standardization and adoption of new, unified cloud asset labeling requirements. • Slashed $1M off annual spend on GCP assets and enabled detailed Google cloud platform (GCP) cost-of-ownership reporting across all value streams by securing owner confirmation that unused assets could be decommissioned. • Met customer go-live commitment by coordinating release of new cloud application under resource constraints.
Developed and implemented multifactor customer and prospect grading model for NNARR opportunities. Implemented customer value rank scoring model based on various inputs, including customer spend, strategic value, and extensibility, to guide engagement level from account management and customer success teams. • Improved customer retention and ARR by 35 points through strategic forecasting and cross-sell prioritization as part of a GTM transformation initiative. • Developed and presented forecast-driven ROI analysis to inform tiered hybrid pricing strategy, enhancing revenue predictability and strategic planning.
Managed team of 7–9 direct reports who prepared and filed sales and use tax returns for up to 100 client accounts. Sourced and hired high-performing talent, building “promote from within” culture, which led to developing and promoting several employees. - Increased operational efficiencies, customer success, and profitability through proactive P&L management. - Retained 95% of ARR via reseller contract acquisition and customer onboarding. - Skyrocketed Colorado tax return preparation productivity 100% with integration of MS Excel to track and automate complex sales and use taxes.
Managed customer-facing monthly sales and use tax return preparation for 10–15 client accounts. Completed monthly internal QA of returns for colleagues. Prepared and presented training sessions for new employees, in partnership with mentoring. - Improved efficiency and accuracy of tax returns while reducing training time with creation of all-encompassing training manual and resource handbook for all sales and use tax processes.