Subscription Sales

I've led programs to build subscription businesses. I developed SaaS products at Ixia, targeted towards a new enterprise market; a market eager to leverage SaaS products that were previously offered only as hardware. This presented financial, marketing, product, and sales challenges. The infrastructure I built provided Ixia with a foundation to monetize subscription products. I was responsible for back-office integrations with Tax, Finance, Commissions, etc. These SaaS products were primarily sold through E-commerce.

eCommerce

I managed the launch of 3 E-commerce platforms. The most recent online store was a new sales arm and targeted the enterprise market. The project involved integrations with many of our existing systems. The store provided the company with the ability to sell high-volume low-cost products with zero touch. This project showcased automation and demonstrated how an organization could eliminate the guided sell practice. The store was built on the most modern architecture: microservices back-end, angular, Zuora billing, and API integrations with products.

Service Delivery

IT service delivery was responsible for end-user support, IT operations, & procurement. I inherited a fractured team and rehabilitated it with structure and process. Management was decentralized before I took over complete ownership. Over the course of 3 years, I made significant improvements to vendor relationships, contracts, delivery times, & customer satisfaction. I was the face of Information Technology and repaired a tarnished reputation.

Acquisitions & Integrations

I have played various roles in 25 acquisitions, from program management of quote-to-cash to Active Directory systems integration. Acquisitions are often technically complex, yet emotionally even more challenging. Navigating the emotional evvironment, selecting best of breed tools, and maiking difficult policy decisions are all part of the acquisition landscape. I am a seasoned acquisition and integration leader.

IT Supply Chain

I built a global IT infrastructure supply chain that offered end-user compute equipment to Ixia. This involved the consolidation of procurement vendors, ultimately reducing costs and speeding up delivery times. I was able to reduce the delivery time of a new workstation from 12 days to 2 days. I developed a self-maintaining inventory model that limited our waste and guaranteed SLA adherence. Consolidated invoicing made our AP process simpler.

Business Relationship Management

In 2015, I created the Business Relationship Management practice at Ixia. I was responsible for creating this group from the very beginning. It includes IT Project Management, Business Analysis, and continuous Process Improvement. BRM has successfully aligned IT with the business and provided IT with clear requirements on dozens of projects. BRM has helped business units realize the value of IT services and quantify the impact IT projects have within the organization.

ITSM

I’ve managed numerous ITSM deployments. These deployments included functionality for request, incident, change, project management, demand management, and more. I’ve leveraged SCCM to populate a CMDB offering a real-time asset management platform. The helpdesk technicians could quickly determine the software installed on a users’ computer and their hardware profile. This sped up troubleshooting which offered a better experience to the user.

Stocking Distribution

The ability to stock products at a forward distribution point captures the market of immediate need. Whereas a standard fulfilment model may take several days to complete an order, stocked inventory is readily available and can be shipped the same day. I was responsible for implementing a successful stocking distribution model. The program ultimately increased revenue and customer satisfaction through shorter deliver times.

SLA Credits

Throughout a 15-month period, I obtained over $800,000 in credits from service providers. This was done through diligence and an aptitude for excellence. These credits were obtained from SaaS providers offering guarantees on services offered. The credits were used to self-fund IT activities and projects. Some SaaS were cost neutral because almost 100% of the cost was credited back

Continuous Process Improvement

I've facilititated numerous Kaizen events within different business units - Operations, Sales, Marketing, etc. A lead management Kaizen increased the conversion rate by 3x resulting in increased revenue of 10m. A Sales Kaizen focused on returning time to the sales force by making it easier to find information within the company, yielded back an average of 6 hours per week to the sales force. I'm a certified Kaizen facilitator, I've earned a green belt in Lean Six Sigma and have a passion for CPI.

Contract Management

I managed the deployment of a contract management system, from RFP to launch. The new CMS increased the rate at which contract managers could complete agreements, introduced automated workflows, and removed bottlenecks. This project reduced risk within the Legal department as the existing tool was poorly maintained and unsustainable. This project provided the sales team with visibility into pending agreements and enabled them to ink new NDAs with customers in real time.

Helpdesk

In 2011, Ixia chose to outsource it's helpdesk to a mature partner. I was responsible for the RFP and negotiations. Less than one year after launch, it was clear that Ixia had exponentially increased it's maturity within the IT Helpdesk. In 2014, Ixia renewed its contract with the same helpdesk provider and it holds the top slot as IT's most successful service delivery partner. The helpdesk continually achieves CSAT greater than 90% and SLA adherence greater than 98%.

Licensing

In 2016, I oversaw project management for a complete migration from one licensing platform to another. This was a year-long project. I was accountable for user-acceptance testing, communication plans, requirements gathering, & feature priortization. I reported progress and issues to the executive team; I was a point of contact between the project team and the C-suite.