Santa Clara, California, United States
Director of Program Management ... Executive Advisor & Strategist ... General Manager Senior business, operations and program leader with more than 20 years of experience in global high-tech and aerospace industries: Gigamon, VMware, Brocade Communications, Cisco Systems, McGraw-Hill, Hewlett Packard, and Lockheed Martin. Experienced in senior business and P&L leadership, strategic and technical program management (M&As, software, hardware, product launch/GTM and commercialization), product management, IT/executive business advisory and partner, vendor & supplier ecosystem management. Expert in building and revitalizing organizational infrastructure, products, processes and technology strategies to optimize top and bottom line performance. Consistent top performer as an advisor, program manager, business manager and individual contributor. Highly-adaptable to new markets, obstacles, business models and operations to lead transformations. Effectively manage and influence across functional lines and engage teams to exceed goals utilizing a global perspective. Specializations: General Business & Operations Leadership IT, Business & Continuous Improvements Partner Ecosystem Management Go-to-Market Strategy Development & Execution Global Business & IT Solution Innovation Product Management IT-Enabled Business Process Improvements Metrics Creation/Benchmarking Business Modeling Resource Optimization Change Management Risk Mitigation IoT/IoE Patent Holder Private Pilot
Reporting to Gigamon's Chief of Staff within the Global Program Office (GPO), key responsibilities include providing strategic leadership to the Office of the CEO to design and implement plans enhancing Gigamon's organizational performance and capabilities. Areas of Specific Expertise and Ownership: > Sales and Operations Planning (S&OP) Process: Overseeing the entire process, ensuring alignment, and driving continuous improvement, focusing on data gathering, forecasting, demand/supply planning, and executive review to meet customer demand efficiently. > Product End of Sale / End of Life Planning: Manages a structured process to gracefully transition a product from active sales to its eventual retirement, encompassing assessment, announcement, planning, and communication, ensuring a smooth transition for both the company and customers. > E2E Pricing Processes: Pricing Committee - Brings together key cross-functional stakeholders for consistent pricing conversations, where the group can have a common grounding of decision-making data based on live deals, pipeline, competitors and the overall market. Develops and implements the company's pricing strategy. Ensures that pricing decisions are aligned with the overall business strategy. Communicates pricing decisions to relevant stakeholders. Price Book and SKU Management - Quarterly refresh cycle for setting, maintaining, and updating prices and SKUs for products and services, leveraging Salesforce, Dynamics 365, Arena, Propel and other tools to ensure accurate and consistent pricing across sales operations and different customer segments. > Strategic Initiatives: Tasked by executive leadership to spearhead high-impact, cross-functional initiatives that drive business transformation and operational excellence. Navigates complex, ambiguous environments to deliver measurable outcomes, align diverse stakeholders, and accelerate strategic priorities from concept to execution.
Director of Program Management leading the program management office at Gigamon. A vital leadership role responsible for program management in establishing business processes for new product introduction, core team operations, pricing analysis and cross-company program coordination. Key responsibilities of this role include: • Cross-company program management of complex programs • Leads cradle-to-grave Phase Exit process for major programs in the company • Establishes the right processes in order to streamline execution, faster time-to-market and accelerated time-to-value • Shepherds complex programs via the appropriate governance model • Drives processes for new product introduction and gathering of product feedback • Collaborates with finance and product line management to do in-depth pricing analysis, propose pricing strategies, coordinate pricing approval and price list releases for new products Additionally responsible for establishing new program management methodologies as well as the updating of existing processes, resulting in benefits by way of increased efficiency, streamlined and faster execution, cross-functional alignment and increased adoption by customers. Overarching goal of collaborating with different parts of the organization, taking a bold leadership role in a fast-paced organization to foster innovation, trust and respect for employees while ensuring success for our customers, partners, and for the company.
Responsible for driving GTM readiness for product launches across VMware Business Units, Marketing, Support Services, Operations, and Field, including Lifecycle Management of both On-Prem and SaaS offerings. Additionally responsible for taking the BU products to Announce and GA (General Availability), driving all aspects of Business Readiness across Marketing (Web, AR, PR, Localization), Field (Core, Specialists, SE), Partner Routes to Market, Operations (Software Pricing, Licensing, Packaging, etc) and Global Support Services. • Engaged with the Engineering, Release Management, Product Management (PM), and Product Marketing Management (PMM) teams throughout development cycle • Drove all phases of product life cycle management across GTM functions (cradle to grave) • Liaised with Business Units & GTM SMEs from Marketing, Services, Partner, Field and Operations to drive planning and launch execution • Prepared Launch BOM (Bill of Materials), ran Launch meetings & communicated overall launch status to stakeholders • Led and prioritized risk mitigation strategies • Identified, defined and implemented innovation and improvements to fine tune VMware Business Readiness blueprint • Documented best practices and processes for leading global launches and ongoing management • Delivered assigned BU offerings on-time in support of business unit roadmap/schedules • Acted as a trusted partner, advisor and launch execution SME for the cross-functional stakeholders and Business Units
Partner and industry-certified expert* at Ale Aficionados, a craft beer consulting & event services company operating in the greater San Francisco Bay Area, specializing in: > Team Building Brewing > Bar & Restaurant Consulting > Event Services > Homebrewing Demos & Experiences > Professional Beer Talks *Certified Beer Server from the Cicerone Certification Program whose mission is to educate beer professionals in order to elevate the beer experience for consumers
Senior leadership advisor, business partner and program leader directing new product/solution go-to-market (GTM) programs, enterprise business transformation initiatives and development/launch of new business units globally. Full operational, planning and oversight responsibility for critical, strategic global programs: Assemble and lead teams of internal/external resources, align and manage stakeholders, create project plans, methodologies, roadmaps, risk, timelines, communications, training and benchmarks directing large, multi-year programs from concept to completion. Deliver strategic, finance and business advisory to senior leadership teams throughout lifecycle management process. Lead cross-functional teams in a matrix environment. Strategic Program Manager, Brocade Capital Solutions: Key member of leadership team to build new sales and business model (hardware as a service): Guided definition of strategic direction, infrastructure, commercialization/GTM, sales & marketing, financing and processes. Facilitated successful build-out, GTM and scalability of this critical, high-growth global business unit. Facilitated sales enablement and supported marketing teams to drive above goal year over year revenue growth. Managed sourcing, acquisition and integration of Lease Management System controlling more than 65,000 assets globally. Global SharePoint SME: Led implementation of collaboration tool within PMO, including training, communications and change management. Conceptualized, defined, initiated and lead PMO Best Practices Forum: Team of 12 senior program managers leveraging collective experience focused on knowledge sharing and collaboration, as well as formalizing best practices. Orchestrated multiple additional global product/solution GTM programs for various business units (campus products, enterprise solutions, wireless, SAN): achieved 98% on-time delivery for 800+ externally-facing GTM collateral across 10 new product launches.
Leadership team member and program manager for strategic acquisitions and mergers for this multinational technology conglomerate: Innovator and manufacturer of networking hardware, telecommunications equipment and high-technology services and products, including such as Internet of Things, domain security and energy management. Assembled and led multifunctional stakeholders internally, as well as with acquired companies. Facilitated talent, asset, technology, supplier and customer assessments to develop integration plan, including consolidations, cultural integrations and headcount reductions. Program manager for six key, high-value, strategic acquisitions and mergers consistently meeting budget and deadline goals. Engaged key engineering stakeholders within Cisco and acquired companies leading development of pre- and post-integration plans; drove successful integrations and consolidations. Accountable for ensuring acquired company’s engineering teams met Cisco product quality, security and compliance standards, while safeguarding Cisco IP.
Oversight of business, technical and process/continuous improvement programs supporting mission-critical engineering operations globally. Directed conceptualization/assessment of new business transformation, product development, IT and business programs/projects from concept through post implementation. Partnered with business and senior engineering executives for strategic planning, organization/talent planning, budgeting and identifying high-impact opportunities. Led multiple process, operational and talent management initiatives delivering annual operating expense (OPEX) savings. Partnered with SVP to plan, define and deploy a comprehensive suite of KPIs with executive benchmarks and dashboards for global engineering organization. Successful initiative which improved talent identification, succession planning, employee engagement, acquisition integration efficiency, new talent onboarding and revenue per headcount insight. Identified, justified and led initiative yielding $500,000 in cost savings; led change communication without impacting employee engagement/satisfaction.
Managed multiple, complex programs supporting software product releases, including build & sync, sanity test initiation & result tracking, defect management process, metrics, rebuilds and critical account deployments. Assembled, engaged and led teams of resources in software engineering and product management to define software release strategies, timelines, budgets, benchmarks and goals. Led initiative to define, develop and implement enterprise, cross-organizational engineering best practices. Trained, coached, mentored and oversaw software release project leaders and resources. Instrumental in improving operations and workflow reducing release backlog, as well as number of defects in releases.