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Work Background
Trifectium Professional Consulting ServicesPrincipal Consultant and Manager
Jan. 2016 - Jan. 2017Greater Seattle AreaProviding program management and process support to the Chief Compliance Officer for major software development company, developing a third-party payment platform to support 1st and 2rd party business groups. Contributions included: • Facilitating the process design sessions which identified the core business workflows to ensure compliance to regulatory obligations to prevent and monitor potential anti-money laundering and counter terrorism funding activity. • Managing collaboration and support tools for internal projects and external partners. • Driving component business modeling effort to solidify core functions, processes and KPIs for the organization. • Documenting and prioritizing requirements for employee compliance training and solutions payment platform.
PolycomSenior Business Analytics Manager
Jul. 2011 - Oct. 2016Pleasanton, CaliforniaPolycom is a global leader in video, voice and content collaboration technology. The customer experience program oversees the customer briefing and technology centers used for executive discussions and demonstrations of current and future technology. As the BI manager I owned the tools and methodologies to collect and transform the performance and voice of customer data into real-time dashboards and actionable business insights. In my tenure I’ve completed the following • Implemented a strategy to centralize all experience center data and bring consistency in taxonomy across all centers. • Established a learnings repository engine and engagement framework to help product development teams drive future product features and improve competitive positioning and customer engagement tactics for our executives and sales teams. • Introduced Change Management processes and predictable release cycle to reduce cost in briefing management system upgrades. • Launched a Voice of the Customer Community of Practice to train teams on issue/trend detection and identify systemic trends. • Managed the design and development of our tool integration with corporate HR tools and CRM (Salesforce.com). These efforts enabled Polycom to reduce standard report inventory from 75 – 10 and simplify the core metrics set by 50%.
MicrosoftSenior Business Intelligence Manager; Tier Two Customer Support (//GetHelp)
Oct. 2009 - Nov. 2011The //GetHelp team resolved call center customer and partner escalations worldwide. I directed the platform and analytics initiatives responsible for presenting global analytics and reporting to resolve systemic issues. Our success improved the customer experience and transformed the tier two call center organization into an active listening channel that MSFT could use to improve its solutions and services. Additional accomplishments included: • Expanded analytics and reporting program into a company-recognized listening channel for executives and business groups. • Increased access to customer feedback through effective reporting, data analysis and customer and partner intelligence. • Established a change management process to ensure requests align to business priorities, minimizing downstream impacts. • Leveraged data and analytics to improve call flow and better align call requests with respective specialty service groups. • Improved IVR prompts and logic through call volume analytics; improving the customer experience and reducing repeat calls.
MicrosoftSenior Business Intelligence Manager: Enterprise Partner Group
Jul. 2005 - Sep. 2009Redmond, WashingtonThe Enterprise Partner Group works directly with managed enterprise partners, including systems integrators, independent software vendors, large account resellers and direct market resellers. My deliverables ranged from developing standard dashboards/reporting to drafting customer executive briefing portfolios for account teams and C-Level executives for Microsoft’s four premier annual events for top customers and partners. On The Executive Engagement Program: I owned the systems, processes and analytics used to identify key drivers and blockers of product sales and prepared account teams and C-Level executives for key customers and partners visiting the briefing centers. The team’s framework became a corporate wide model with its use of analytics to improve offerings, lower TCO and sharing business insight. I also: • Established key performance metrics and dashboards which eliminated over $250K in annual cost reductions for facilities. • Introduced a Change Management process to reduce delivery time of system enhancements and requests by over 15%. • Managed the development of the global management and data platform for executive engagement and technology centers. • Managed the reporting and analyst team responsible for automated reporting and data analysis for key executive engagements. On the Enterprise Compete Team: I created the initial Microsoft compete knowledge base and co-authored the Compete team’s engagement model with Microsoft’s product and business groups to transform compete data into data-driven directives for solution enhancements and sales tactics. Establishing this model and cultivating cross-org relationships enabled my team to: •Increased the viewership of monthly reports (CompHot executive memo) to over 1,500. •Reduced # reports by 75% and annual reporting overhead by an estimated 2,500 staffing hours. •Led initial design and development effort for the Key Observation Knowledge Base (now KSBO).
Washington Mutual Card ServicesSenior Business Analyst: Enterprise Process Team
Jan. 2002 - Jan. 2005• Implemented reporting strategy and metrics for CIO and direct reports, encompassing all performance and operational areas within technology support group (ranging from operations management to business and customer alignment and satisfaction). Developed an automated dashboard to provide real-time visibility of corporate operations. Increased management confidence in data integrity, timeliness, accuracy and precision. • Reduced the cycle time for collecting and reporting performance and operational data from weeks to less than 8 hours. • Centralized the data, which yielded an initial infrastructure rationalization of 8 servers (over .5Tbyte of redundant performance data) and approximately 200 application licenses. Standardized customer feedback process for all internal and external employee and customer surveys and interviews, Realizing annual reporting cost avoidance of $400K. Decreased cycle time for report and metric creation by 50%. Designed Facilities and Asset Management Vendor Relationship Framework and Datamart. Centralized vendor and facility management data for the retail centers (banks) and corporate buildings, giving visibility of service provider activities. This drove a cost reduction/savings of $74 million in the first year, post implementation, via restructuring of vendor contracts and reduction service penalties. Cost Avoidance of $20 million annually by identifying a list of preferred vendors and eliminating administrative costs to support smaller vendor relationships.
Washington Mutual Card ServicesSenior Business Analyst
Jan. 2002 - Jan. 2005WAMU’s Enterprise process team was responsible for corporate-wide processes, metrics and KPIs used to measure the effectives of the IT infrastructure across retails banks, trading, real-estate, consumer lending and other organizations. As the Senior Business Analyst I had immediate responsibility of the analytics team representatives responsible for monthly reporting executive leadership of both IT leadership and the PMO. We continued to impact WAMU by: • Implementing a reporting strategy which brought visibility to over $500M in corporate assets and IT Operations across all WAMU technology areas (ranging from operations management to business and customer satisfaction) • Developing a suite of automated dashboards to provide real-time visibility of corporate operations and areas of improvement. • Increasing management confidence in report integrity and reducing the cycle time for data collection by 80%. • Centralizing data, yielding an infrastructure reduction of 8 servers (over .5Tbyte of redundant data) and 200 application licenses. Realizing an annual reporting cost avoidance of $400K and improving overall stakeholder satisfaction by 20%. I also let the team responsible for designing the WAMU Facilities and Asset Management Vendor Relationship Framework and Datamart. Centralized vendor and facility management data for the retail centers (banks) and corporate buildings, giving visibility of service provider activities. This drove a: • Cost reduction of $74 million in year one, post implementation, via restructuring of vendor contracts and reduced service fines. • Cost Avoidance of $20 million annually by identifying preferred vendors and eliminating redundant administrative costs.
KeyStroke TechnologiesSenior Project Manager
Oct. 1999 - May. 2001SeattleKeyStroke technologies was an industry leading company specializing in the development of Internet-based loan-origination and servicing systems. A few clients include: Bank United, Regions Mortgage, Evergreen Bank.
SeaLand LogisticsInternal Consultant, IT / Global Process Initiatives
Jan. 1998 - Jan. 2000Greater Atlanta Area, Long Beach CaliforniaSeaLand internal process team was responsible for optimizing its global processes and increasing productivity in terminal operations and call centers. I designed and led process improvement initiatives, developed system and tool requirements and created the metrics, KPI’s and analytics to drive operational excellence for tier one customer service group (e.g. Coca Cola, Home Depot, etc). Managed all aspects of analytics for this division in Atlanta Georgia for global accounts and yielded the following results: • Created peer to peer center review process to improve policy improve overall rep performance, decreasing team attrition by 40%. • Created customer CSAT/DSAT scorecard and performance KPIs to better align annual goals and objectives to corporate strategy. • Centralized customer call scripts and launched a self-serve knowledge base to help representatives working with customers. • Implemented monthly brown bag training series to educate reps on core business operations. • Leveraged shipping data and trends to drive marketing initiatives which increased Puerto Rico and Alaska satisfaction by 30%. • Rationalized reporting metrics to support Global customers and provided them real-time metrics on shipment forecasts. • Created reporting archive and dashboards that reduced administrative overhead by 50%. • Generated real-time analytics and scorecards for tier one customers, decreasing wait times by 60%; improving CSAT by 25%.
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