Gilbert, Arizona, United States
✉ Contact: [email protected] 🌏 Global Operations, Real Estate, Facilities, Construction – Senior Executive ►ABOUT ME ✔ I have 25+ years of experience successfully building and leading everything from small to mid-size business and operations teams as well as global operations, facilities, and/or real estate teams for $B+ global companies in technology, call centers, and eCommerce; I have directed and/or collaborated with employees on 6 continents; I understand and embrace cultural nuances. ✔ I am a passionate leader, not a manager. I find, hire, and develop great people who share my passion and mission. Because of this, I build loyal, high-performing teams. ✔ I am sought after for my expertise in strategically reversing inefficiencies and driving $MM cost savings across global, matrixed organizations, especially in challenging circumstances with limited resources. ✔ Being an innovative bridge builder, I consistently influence senior leaders and implement company firsts, fueling successful $MM M&A activities, global standards and guidelines, and scalable operational excellence. ► TESTIMONIALS ● “Your ability to get things done in resource-challenged environments is a feat to behold!” – TeleTech VP ● “We never would have been able to get this new building project across the finish line, if it wasn’t for the efforts of you and your team. The space exceeds our wildest expectations...We LOVE IT!!!” Google ● “Excellent budget containment at both a project and department level. Rarely do we see anyone able to adhere to within 1% +/- minus of projections while still delivering on-time projects and exceeding department metrics for operations ticket resolution.” – TeleTech VP ► EXECUTIVE EXPERTISE Organizational Efficiency ● Continuous Improvement ● M&A ● Project Management ● Capital Budgets & Planning ● Lease Negotiations ● Cost Effectiveness ● Business Systems Development & Integration ● Site Selection ● Global EHS ● Operational Excellence ● Space Planning ● Human Resources ● Credit Operations ● Business Systems Development & Integration ● Matrix Organizations
Overhauled newly launched in-house commercial equipment finance company by improving sales processes, enhancing existing and developing new product offerings and programs, strategically reducing costs, resulting in exponential year to year growth since 2019. Implemented metrics-based management system for all support employees Ongoing identification and implementation of new funding sources to allow for expanded product offerings into both traditional as well as alternative industries by leveraging strategic relationships resulting in additional revenue and less reliance on single source funding. Reduced application to funding cycle time through automation, organizational design, and workforce planning Spearheaded ongoing project to modernize legacy CRM/ERP in collaboration with the internal and external IT partners Initiated, tested and implemented work from home solution within 24 hours in the face of the initial Covid-19 outbreak which allowed all departments to operate seamlessly 100% remote.
Executed in conjunction with our corporate properties partners 6 move consolidation projects of over 2,000 team members across 10 sites resulting in the reduction of over 400,000 sq/ft of occupied office space resulting in annual savings in excess of $10M. Implemented standards and methods for move planning, employee partner engagement and communication across the entire Wells Fargo IT organization. Represented IT Organization in the overhaul of site design and build-out guidelines. Ultimately resulting in reduction of cycle time from site selection to move-in of 20%.
Led cross-functional teams and 15 direct reports for global facilities, real estate management, strategic planning, construction projects, EHS, and M&A. Forecasted $85M budget for 70 call center sites in the U.S., Philippines, Canada, Latin America, Europe, Australia, and New Zealand. ► CONSTRUCTION PROJECT • Planned and executed all global facilities construction and capital improvement projects with $31.8M capital budget. • Influenced negotiations, site selection, and analysis, as well as led construction project team on $6M grant-funded greenfield build of 30,000 sq. ft. call center in rural Virginia; rescued area with higher than national average unemployment. •Revamped grey shell construction / design guidelines and shortened contract-to-move-in date from 150 to 110 days; drove on time and on budget completion of 4 sites, totaling 120,000 sq. ft., in the U.S. and Philippines within 18 months. ► M&A DUE DILIGENCE • Led Facilities and Real Estate M&A teams in cost/time analysis, research, and assessment, including undercover, of target companies throughout strategic areas in the U.S. and Canada. • Expedited/managed successful close of OptimHealth within tight 45-day quick-sale deadline. ► GLOBAL EFFICIENCY • Collaborated with CBRE and international brokers to vet sites and co-develop research packages of targeted, potential global markets for CEO to respond quickly and present to clients at any given time, reducing cumbersome list from 200 to 25. Markets included U.S., Europe, Canada, Mexico, Brazil, and Philippines. • Grew issue resolution rate to 97% and simplified / formalized user experience with implementation of company’s 1st integrated global facilities tracking system. System allowed ability to qualify and quantify quality of service for 1st time. ► OPERATIONS • Reduced facilities operational expenses by ~$600K during first year in role, and $1.1M in following year, through 40+ lease negotiations and organizational restructuring.
Led teams with full operational responsibility for all U.S. and Latin American facilities, real estate management, strategic planning, construction projects and planning, EHS, and forecasting of $42M budget for 26 call center sites in U.S., Mexico, Costa Rica, and Brazil. ► CONSTRUCTION PROJECT HIGHLIGHTS • Planned and executed all regional facilities capital improvement projects with $28M budget and led on-time and on-budget of 5 grey shell U.S. site builds, totaling 150,000 sq. ft. • Took over delayed construction project for company’s first Brazilian call center in over 10 years, researching and hiring highly-qualified contractors and highly-respected architect within less than 2 weeks; launched 50,000 sq. ft. facility in less than 5 months, on time and on budget. ► M&A DUE DILIGENCE • Co-developed processes, influenced lease negotiations, and modified space planning for organization new to M&A, resulting in acquisition of 2 profitable companies within first 2 years. ► GLOBAL EFFICIENCY IMPROVEMENTS • Initiated and established, within tight deadline, company’s first consistent building standards and guidelines for new site builds, bringing discipline and economies of scale to all builds. Achieved global buy-in and positive vendor support. • Raised the bar on global corporate facilities standards by instituting company’s first mandatory weekly site walk thru’s for each facility, which reversed disorganized support system and drastically reduced customer complaints. ► OPERATIONS & COST SAVINGS • After exceeding operational expense budget commitments by 1% YOY (an accomplishment that counterparts and predecessors had not been able to achieve) asked to bring budget discipline and implement methods on global scale.
After TeleTech purchased company in 2006, promoted to leverage outstanding operational know-how and employee development skills to improve service levels and drive down costs in matrixed organizations, Facilities, Site IT, and Service Delivery Operations Departments. Planned and managed $9.5M Facilities and IT service capital projects. ► CONSTRUCTION PROJECT HIGHLIGHTS • Directed and project managed all aspects of 72.000 sq. ft construction and infrastructure project on time and on budget for 650 employees moving to first new site build in 10 years. Built in less than 100 days from idea to lease signature. ► EFFICIENCY IMPROVEMENTS • Established cross-functional, shared support model with clients, replacing inefficient and expensive dedicated service delivery model; reduced headcount from 50 to 35 and met 100% SLA. No clients requested to leave support system. • Took over Site IT division and implemented Help Desk to improve efficiencies and reduce high complaint volumes. • Implemented organization’s first standard ticketing system for both Facilities and IT, which replaced disorganized “favor” system. Improved service delivery, employee accountability, and service quality monitoring. • Improved service level performance from 85% to 90% (SLA with clients was 80% or better), by developing / monitoring metrics, identifying areas of opportunity, reacting to gaps in services. ► OPERATIONS & COST SAVINGS • Exceeded operational expense budget commitments by an average of 3% YOY. • Eliminated company store that was losing $1000s monthly and replaced with more economical open market concept. • Discovered and drove widespread global cost savings and increased service levels for TeleTech key vendors and suppliers after purchase and acquisition of Revana.
After successfully leading segmentation of IBM and Lenovo into 2 separate entities following acquisition of IBM Personal Computing Division by Lenovo, promoted to Lenovo Program Director. Oversaw 175 highly-specialized technology sales and operations employees responsible for $250M in IBM/Lenovo billings during tenure. • Developed 24/7 global operations support plan and infrastructure for all Lenovo sales call centers, including Ireland, Canada, Arizona, North Carolina, and Japan. • Exceeded sales plan of $480M+ in 2005 revenue despite segmentation of business unit mid-year.
Directed IBM Sales Support Operations across U.S., Europe, and Japan and managed 30 employees including senior operations managers, sales administrators, product managers and project managers. Coordinated all IT/IS project activities with client, resulting in $1.5M+ annually. • Led project to split IBM and Lenovo into 2 separate entities post Lenovo acquisition of IBM’s PC business. • Revamped internal operations structure, improved inefficiencies, streamlined processes and automation, and reduced headcount by ~30%. • Evaluated and built system to add Japan operations to organization. • Fast-tracked and led SAP conversion, replacing current system that did not support Japanese characters and language.