Cincinnati, Ohio, United States
✅ AREAS OF EXPERTISE: • Global IT Service Delivery Management • Remote Workforce Engagement • Client Relationship Management • IT Managed Services Outsourcing • Cross-Functional Team Building • Leadership Development • Mentoring • Call Center • Service Desk • Program Management • Project Management • IT Strategy • IT Standardization • Process Standardization • Quality and Continuous Improvement • Transition Management, Planning & Execution • P&L Accountability • Cultural Awareness (46 countries visited) • IT Service Management Processes • Vendor Management ✅ Quickly identifies operational roadblocks and builds local, regional, and global processes to amplify output of in-person and globally distributed teams. ✅ Amplifies customer retention and slashes costs through targeted support consolidation. ✅ Identifies opportunities for revenue re-capture and billable tech support by fixing flawed fulfillment processes with automation and training. ✅ Turns VOC data into actionable continuous improvement projects, enhancing user experience, even during challenging business climates.
● Open-ended contract to manage projects related to the integration of the ex-Essilor and ex-Luxottica networks, as well as other key initiatives for the Americas. Some examples include building out new data centers for high availability and geographic disaster recovery, deploying Infoblox IP address management, implementing network access control, upgrading offices to new defined connectivity standards, and standing up a new user VPN service.
● Short-term contract to direct the Enterprise PMO for the $3B North America market leader in student transportation solutions during a management reorganization. Implemented standardized processes and work templates. Used Daptiv to manage complex programs for the rollout of DriverHub tablet technology and a software re-write of the FOCUS back-end transportation operations platform.
● Retained to provide independent advisory services to the CEO/CIO of a mid-sized automotive sector company that was reviewing IT outsourcing bids. Recommended improving knowledge/process documents and CMDB quality.
● Assigned to the at-risk Valvoline contract ($55MM TCV / 5 years) to turnaround poor service delivery performance, low client satisfaction, and restore profitability to an account operating at a ~$200K/mo. loss. ● Reorganized the remote workforce in India and Mexico into a “champions” service delivery model that achieved customer satisfaction target within 1 month and reduced P1 critical incidents by 75% within 6 months. ● Deployed a structured governance model with client stakeholders to collaboratively address areas of concern and build trust, which restored confidence in Atos’ capabilities and resulted in approval for $600K+ annual projects. ● Restored P&L profitability by executing several operating cost reduction initiatives to realize $1MM in annual savings. ● Drove service improvement initiatives to audit/correct the effectiveness of IT service management processes against established standards, improving service stability and reducing SLA penalties from an average of $20K/mo. to $0. ● Mitigated concerns about offshore technical capabilities by developing customer-facing skills in senior engineers to promote client collaboration, nurture mutual trust, and gain a deeper understanding of Valvoline’s business needs. ● Rescued a failing Windows 10 migration project from another vendor, finishing on-time and adding $391K revenue. ● Engaged solution architect to review the client’s end-user technology landscape, resulting in approval for a modern $211K cloud-based solution to simplify endpoint management of PC, Mac, and mobile devices and reduce costs 15%.
● Joined Atos Global IT under the CIO to expand global service standardization of internal functions and rapidly integrate new acquisitions to Atos standards in order to achieve projected cost synergies. ● Successfully led program management in North America to migrate ~5500 users to Atos standards and infrastructure within 10 months to achieve Atos overall projected annual savings of $35MM for the Xerox ITO acquisition. ● Directed program to standardize Atos global wide area network services (~755 lines), centralize management and financial control, and consolidate telecommunications vendors to realize a 10%+ annual cost reduction. ● Partnered with the Atos business unit CIOs to transition local IT support processes to the global self-service portal, reducing administrative headcount, streamlining ticket processing, and providing a better one-stop user experience. ● Created End User Support process workflows to enable migration of ex-Siemens and ex-Atos Origin global support to a consolidated self-service portal integrated with a unified ticketing system to increase operational efficiencies.
● Promoted to lead the transition of internal service desk and workplace services from Siemens IT Solutions and Services (~30K users) and Atos Origin (~46K users) to the new Atos, transforming a federated delivery structure into a global standardized support model to achieve the cost synergy objectives of the acquisition. ● Designed, built, and managed a 24x7 unified global service desk delivered from low-cost countries to replace several existing regional call centers that had different technologies, performance metrics, processes, and higher labor costs. ● Directed the migration of disparate workplace services to a global standardized platform built across 5 data center hubs in Germany, France, Switzerland, US, and Singapore to provide anywhere connectivity, reliability, and reduced costs. ● Transitioned workplace support functions from Germany to Romania, Poland, and Turkey to realize savings of 50%. ● Leveraged the C-suite to fast-track procurement and other activities to achieve several milestones ahead of schedule.
● Joined Workplace Services to rescue the failing global service desk operations for the Nokia Siemens Networks account (€800MM TCV / 5 years) and restore operational/financial performance, quality, and customer satisfaction. ● Directed a collaborative workshop with all 5 delivery locations to create a cohesive global team, design a master service improvement plan to address the individual/common challenges, establish standards and share best practices. ● Reorganized the Manila delivery center into AsiaPac, EMEA, and Americas teams to increase regional operational focus, gain local knowledge, and enhance the end-user experience to address quality issues supporting a majority population of non-native English speakers in 102 countries with different IT environments. ● Implemented Genesys skill-based call routing and email handling across the 5 delivery locations to improve service level compliance, increase workforce efficiency, and provide granular reporting for better operational management. ● Upskilled all agents to level 2 skill set to increase first call resolution, shorten handling times, reduce overall headcount/costs, and increase customer satisfaction with NSN’s highly technical end-user population. ● Created an innovative hybrid phone interview and web survey global customer satisfaction program to achieve high response rates with quality feedback, enabling targeted actions by Siemens and NSN resolver teams to improve CSAT
● Promoted to the Toshiba Global Support Center ($120MM TCV / 5 years) account management team to turnaround the service level performance and technical support quality of a large multilanguage contact center over 4 locations. ● Designed call center agent quality assessment system and established global standards for performance, recruitment, training, and process/knowledge documentation to ensure service delivery consistency. ● Spearheaded service improvement projects like reducing average handling time by 33% and moving English-language 200K/mo. volume from Istanbul to Toronto to Manila during the contract term to improve quality and reduce costs. ● Led initiatives to develop new solutions for enabling billable technical support (+$17K/month) and automating depot repair transactions (+$43K/month) to provide Toshiba with new growth streams to help offset declining revenues. ● Streamlined the PC support processes of 14 regional Toshiba subsidiaries to improve process compliance.