Executive Summary

Operations & Customer Service professional, who is a natural and proactive leade
r able to see a situation, assesses it, make a plan, put the plan into action, a
nd make it better. A proverbial go to person who can address todays issue while
still building for tomorrows challenges and needs. Passionate problem solver and
customer advocate demonstrated by results along with feedback from customers, p
artners, employees, peers, and leadership. Seen as an internal consultant who c
an assess an organizations critical business requirements, identify deficiencies
along with potential opportunities, and develop innovative, cost-effective solu
tions for enhancing competitiveness, increasing revenues, and improving customer
service offerings. Key qualifications include:
Strategic Planning & Budget Management
Leading Change
Developing Talent
Building High Performing Teams Process Improvement including Six Sigma and Lea
n
Customer Service & Satisfaction
Project Management
Supply Chain Optimization Building Strategic Relationships
Problem Solving
Metrics & Analytics
Industry Thought Leader
Work Experience
Pendum Denver, CO 12/2008 Present
Vice President of Pricing & Analytics
Responsibilities:
Own field performance for ATM Cash Delivery and Maintenance services in the U.S
.
Develop and manage all operational performance metrics
Develop Pendum product pricing and product offerings
Managed 100 person contact center servicing customers and field employees
Results:
Improved field service levels 15% in 6 months
Decreased costs 10% via improving field productivity while improving service
Restored profitability of ongoing business restructuring pricing and establishi
ng market benchmarks
Improved call center service levels from 30% to 90% and decrease costs 25%

Avaya Denver, CO 7/2006 12/2008

Global Customer Satisfaction Director
Responsibilities:
Own Customer Satisfaction program including the customer survey process and iss
ue resolution
Act as internal consultant to drive process improvement for global call center
teams
Identified key drivers of Customer Satisfaction and set appropriate KPI targets
Champion for Six Sigma project to improve call service quality
Results:
Improved Customer Satisfaction 25% in six month time frame
Viewed as the voice of the customer within the Global Service Delivery Organiza
tion
Developed Avayas Customer Satisfaction strategy for global call centers
Reoriented organizational culture to focus on Customer Satisfaction
Implemented proactive status notification tool to reduce inbound calls by 5-10%
Dell Austin, TX 11/2001 6/2006
Field Service Sr. Manager 11/2004 6/2006
Responsibilities:
Managed U.S. field labor force performing over 2 million on-site repairs annual
ly
Owned $200 million budget for warranty service operations
Oversaw end-to-end operational execution including dispatch, parts fulfillment,
and on-site labor
Managed escalation team focused on resolving service delivery issues for custom
ers
Support sales teams in account management of key customers
Supervised 20 direct Dell employees and 4,000 indirect field technicians
Results:
Achieved 25% improvement in customer satisfaction for field service operations
Redefined field metrics to enable 25% improvement in customer satisfaction
Negotiated annual contracts with 3rd party service providers resulting in multi
-million dollar savings
Developed supplier management reward/penalty model driving accountability & own
ership
Created Client Command Center to proactively manage service events ensuring on-
time delivery
Reduced customer escalation rate by over 50%
Improved escalation resolution time by 200%
Implemented resource planning system resulting in 95% forecast accuracy
Launched outsourced call center to support field technicians while at customers
location
Invited speaker ant multiple industry conferences
Promoted multiple direct reports and recognized for ability to hire and develop
talent
Global Program Manager 2/2004 11/2004
Responsibilities:
Oversee logistics for upgrade to 500,000 systems worldwide
Create process to manage upgrades including customer scheduling and part delive
ry
Owned day-to-day management of call center, fulfillment, and field service oper
ations
Managed third party logistics and repair vendors supporting daily operations
Results:
Created forecasting process for dispatch and reverse logistics planning
Achieved high on-time delivery while maintaining low inventory levels
Assembled cross functional team between service, sales, and engineering to coor
dinate recalls
Drove 100% reduction in escalations
Led team of 5 direct reports and promoted one team member as my successor
Implemented global Phase Review Process for launch of proactive service campaig
ns
Americas Process Manager 2/2003 2/2004
Responsibilities:
Led large process improvement team for Americas service delivery organization
Drive radical improvement in key service delivery metrics
Developed methodology to institutionalize improvements moving forward
Results:
Increased same-day (critical) service performance and yield by 50%
Improved next-day service performance and yield by 25%
Eliminated cultural silos between customer support and logistics organizations
Mentor of Six Sigma project resulting in 20% work load reduction for critical e
scalations team
Strategic Program Manager 11/2001 2/2003
Responsibilities:
Responsible for strategic planning for Enterprise Service Delivery group
Built fiscal year strategic plans for Enterprise service parts & labor for the
Americas
 Internal consultant tasked to shape organization for high growth and superior r
esults
Results:
Set strategic direction for Enterprise service parts & labor for the Americas
Created tools roadmap for global parts planning and service event management
Authored plans to scale global parts business enabling increased services level
s at lower costs
Sourced and implemented Latin America commodity repair solution saving $2 milli
on per year
Accenture Atlanta, GA 8/2000 9/2001
Supply Chain Strategy Manager
Responsibilities:
Assisted large, multinational corporations in improving supply chain strategy a
nd efficiency
Results:
Large Telecommunications Provider
Saved $12 million in six months with redesign of fulfillment and reverse logist
ics network
Forecasted $100 million in savings over next three years due process improvemen
ts
Managed team of 5 consultants
Global Fiber Optic Equipment Manufacturer
Formed five year supply chain strategy to support aggressive growth and reduce
costs
Identified over $500 million in potential benefits over a five year period
Graduate Work Experience 5/1999 5/2000
Philips Consumer Electronics Knoxville, TN
Network Optimization Consultant
Optimized U.S. consumer electronics distribution network saving $1.5 million an
nually
Lockheed Martin Fort Worth, TX
Lean Manufacturing Analyst (Internship)
Defined common cost metrics and conducted risk assessment for the Joint Strike
Fighter bid
Panasonic Knoxville, TN 5/1996 8/1998
Design/Project Engineer
Responsibilities:
Owned sound system design and program management for General Motors speaker sys
tems
Managed product development of General Motors speaker systems ($15 million annu
al sales)
Results:
Achieved 100% on-time delivery for all deliverables and exceeded all performanc
e targets
General Motors Milford, MI 6/1995 5/1996
Development and Validation Engineer
Responsibilities:
Led the validation and development of Anti-lock Brake Systems for 1997-99 GM mi
ni-vans
Results:
Met or exceeded 100% of all performance and safety targets
Education
University of Tennessee, M.B.A., Logistics & Operations, May 2000
Lockheed Martin Scholar (1999-2000) GPA 3.97
Virginia Tech, B.S., Mechanical Engineering, Economics Minor, May 1995
General Motors Scholar (Merit-based full scholarship, 1993-95) GPA 3.35
Distinctions
Six Sigma Green Belt Certified - 2005
Lean Enterprise Systems Design Institute Certified -2000
Speaker at Multiple Service Industry Conferences
Participant in Dell Call Center Leadership Development Program
Dual citizen of the United States and the United Kingdom
Certified SPINNING Instructor