Experience

Octane OC

• United States
• Non-profit Organizations
• 1 - 100 Employee

• VP, Haystax

  • Jan 2023 - Present

  Orange County, California, United States My role is to stabilize and diversify the income of Octane. I led a strategic analysis and pivoted the organization to predictable and recurring revenue. Hence, I created Octane’s first product, Haystax, a SaaS for investors and accelerators that can predict startup fundability with 90% accuracy. Simply put, it's taking a "Moneyball" approach to evaluating startups. Spearheaded the concept from the Ideation phase all the way to the Commercialization phase. Generated a recurring… Show more My role is to stabilize and diversify the income of Octane. I led a strategic analysis and pivoted the organization to predictable and recurring revenue. Hence, I created Octane’s first product, Haystax, a SaaS for investors and accelerators that can predict startup fundability with 90% accuracy. Simply put, it's taking a "Moneyball" approach to evaluating startups. Spearheaded the concept from the Ideation phase all the way to the Commercialization phase. Generated a recurring revenue stream with 9 paid beta clients approaching break-even in 18 months, exceeding existing revenue streams, on a shoestring budget. Led development efforts for an MVP of the world's first AI Pitch Video Analysis tool that can ingest pitch videos and decks and perform an early fundability prediction. Directed a POC involving the use of Generative AI, specifically Chat GPT, to serve as a the world's first “13th Judge" to complement the human judge consensus. Conducted numerous focus groups of potential clients to arrive at the trademarked name of Haystax. My role is to lead all aspects of product management and commercialization.

• VP, Capital & Growth

  • Jul 2021 - Dec 2022

  Orange County, California, United States Led this BU to record revenue by increasing revenue 100% Created a recurring revenue stream by strategically expanding the Peer Group product line to CMOs Facilitated $1.3M in capital investments across 3 startups from various industries Implemented 2 SPVs (Special Purpose Vehicles) to facilitate investments

• LaunchPad & Investor Relations Director

  • Feb 2021 - Jun 2021

  Orange County, California, United States Connected internal data to external data sources enabling reporting of startups raising $6B in capital and $5B in exits Instituted financial transparency by implementing P&L best practices to allow for real-time financial reconciliation Reduced cost by 25% through process improvements eliminating waste



Cognizant

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Artificial Intelligence Practice Leader

  • Nov 2018 - Feb 2021

  Orange County, California Area Leading the Communications, Media, Education and Technology verticals globally which include the FANG accounts. Overseeing an organization of over 600 resources consisting of data scientists, visualization engineers, and data analysts. Spearheading the Google Cloud Platform (GCP) partnership. This solution portfolio consists of Causality and Evolutionary AI focused on Customers, Products, Operations and Risk. Training and enabling Client Service Executives across industries. Driving the… Show more Leading the Communications, Media, Education and Technology verticals globally which include the FANG accounts. Overseeing an organization of over 600 resources consisting of data scientists, visualization engineers, and data analysts. Spearheading the Google Cloud Platform (GCP) partnership. This solution portfolio consists of Causality and Evolutionary AI focused on Customers, Products, Operations and Risk. Training and enabling Client Service Executives across industries. Driving the creation of unique industry specific solutions using machine learning, natural language processing, and information theory.

• Start-Up Leader, Accelerator LaunchPad Small Business Incubator Program

  • Sep 2017 - Oct 2018

  Orange County, California Area Leading a Start-Up that applies artificial intelligence, natural language processing, and machine learning to streamline healthcare insurance company back office operations, particularly risk adjustment and quality. Out of 600 submissions, I was 1 of 9 leaders selected to participate in the LaunchPad LEAN New Product Development program.

• Senior Global Program Manager, Front Office Transformation

  • Sep 2016 - Aug 2017

  Orange County, California Area As part of the Strategy and Transformation consulting practice, I am spearheading the process workstream on a global transformation of the sales and marketing functions of a $14B, 250k employee company. Implementing automation of processes through Salesforce.com and Pardot. Leading the process team in the integration effort of a recently acquired $1B subsidiary of Cognizant. Contributing to the transformation of our Customer Experience when attending a Client Site Visit… Show more As part of the Strategy and Transformation consulting practice, I am spearheading the process workstream on a global transformation of the sales and marketing functions of a $14B, 250k employee company. Implementing automation of processes through Salesforce.com and Pardot. Leading the process team in the integration effort of a recently acquired $1B subsidiary of Cognizant. Contributing to the transformation of our Customer Experience when attending a Client Site Visit through Customer Journey mapping.



Ascendynt

• Partner

  • Jan 2016 - Aug 2016

  Orange County, California Area Providing customer experience, change management, project management, and Lean process improvement consulting services to Fortune 500 companies. • Streamlining the Healthcare Staffing Ecosystem. • Acting as Program Manager for a global Concentrated Solar Power (CSP) company to drive new product development and strategic business development initiatives.



AMN Healthcare

• United States
• Staffing and Recruiting
• 700 & Above Employee

• VP of Customer Operations

  • Mar 2015 - Dec 2015

  Greater San Diego Area Oversaw the process and technology transformation of a 150 team members in closing nearly half a million credentialing requirements annually contributing to record revenue for the company. INCREASING REVENUE • Generated an incremental $17M by successfully implementing the largest customer electronic medical records (EMR) project in AMN’s history. For this large west coast hospital system, 625 HPs were credentialed in 3 months and 200 clinicians started on one day with 100%… Show more Oversaw the process and technology transformation of a 150 team members in closing nearly half a million credentialing requirements annually contributing to record revenue for the company. INCREASING REVENUE • Generated an incremental $17M by successfully implementing the largest customer electronic medical records (EMR) project in AMN’s history. For this large west coast hospital system, 625 HPs were credentialed in 3 months and 200 clinicians started on one day with 100% accuracy. • Turned around a very dissatisfied $78M client by delivering World Class Customer Service. This prestigious east coast client is one of AMN’s Top 5 accounts. For the first time, I flew the Credentialing team to meet the client in person. Established a healthy communication with weekly calls. Inserted a robust quality assurance process. Eliminated postponements. Used LEAN process improvement to greatly reduce errors. Re-established trust. • Broke revenue records for the peak Flu Season for AMN’s largest customer. Exceeded Fill Rate goals and improved credentialing Turn Around Time. TRANSFORMATIONAL LEADERSHIP • Re-organized the team to a client Single Point of Contact (SPOC) model, shifting from an internal business unit focus. This required aligning team member’s skills, experience and work hours with our Top 25 accounts. • Implemented LEAN Daily Management across the organization focused on the # of HPs credentialed, TAT, and response time. Trained the leaders on how to conduct Daily Management meetings. • Provided executive sponsorship to a $50M multi-year business and IT Transformation project implementing Salesforce.com (sfdc) and Peoplesoft. Took a homegrown approach and trained 4 Business Process Analysts (BPAs) on process improvement and project management methodologies. Show less



Beckman Coulter Diagnostics

• United States
• Medical Equipment Manufacturing
• 700 & Above Employee

• VP, Customer Service

  • Jan 2014 - Feb 2015

  Orange County, California Area Oversaw the Customer Technical Call Centers, Service Revenue Contract Operations, and Spare Parts Logistics. Managing an organization of 200+ team members across 6 locations. World Class Service • Led Beckman Coulter to the #1 Ranking in Overall Phone Support, according to the IMV Servicetrak Study. • Conducting Customer VIP tours on campus and visiting customers to assess customer service levels. • Winner of 2014 President’s Kaizen Competition. Selected for improved proactive… Show more Oversaw the Customer Technical Call Centers, Service Revenue Contract Operations, and Spare Parts Logistics. Managing an organization of 200+ team members across 6 locations. World Class Service • Led Beckman Coulter to the #1 Ranking in Overall Phone Support, according to the IMV Servicetrak Study. • Conducting Customer VIP tours on campus and visiting customers to assess customer service levels. • Winner of 2014 President’s Kaizen Competition. Selected for improved proactive remote service capabilities. P&L Management • Participated in Reduction-In-Force effort, while minimizing the customer facing impact. • Significantly reduced expenses by minimizing overtime, travel expenses, and by delaying hiring. Talent Management/Organizational Design • In response to severe resource constraints, implemented Dynamic Resource Allocation (DRA) transforming a functional organization into a matrix organization. This enabled 3 product transitions and acquisitions. • Introduced a Talent Management and Career Paths Model that encourages team member to explore opportunities within the company, increasing employee engagement and tenure with the company • Re-organized the team to form an Informatics and Automation team to align with the corporate strategy. • Conducted a custom employee engagement survey to better understand the needs of our call center agents. • Instituted a “Service Hall of Fame” to honor those employees who retire.

• Director, Customer Technical Call Centers

  • Jan 2013 - Dec 2013

  Orange County, California Area Directed the North American Customer Technical Support team of nearly 200 employees or 8 directs reports across 5 call centers. Also, led the Reception team and Quality/Training initiatives. World Class Service • Focused the team in breaking a Beckman Coulter record on the metric of Live Answer Rate. For the first time in Beckman Coulter’s history, the team answered 88% of incoming phone calls within 30 seconds. • Achieved monthly metric of Resolution Rate or Phone Fix Rate… Show more Directed the North American Customer Technical Support team of nearly 200 employees or 8 directs reports across 5 call centers. Also, led the Reception team and Quality/Training initiatives. World Class Service • Focused the team in breaking a Beckman Coulter record on the metric of Live Answer Rate. For the first time in Beckman Coulter’s history, the team answered 88% of incoming phone calls within 30 seconds. • Achieved monthly metric of Resolution Rate or Phone Fix Rate every month in 2013. • Created Vision & Mission Statements which focused and inspired the team. Quality & Training Systems • Ensuring constant state of readiness for ISO, FDA, and other regulatory audits. • Ensuring compliance with quality standards, procedures, training, and filing of customer complaints. • Presenting at Quality Systems Management Reporting Meetings at the Corporate and Business Unit levels. Lean Methodology or the Danaher Business System (DBS) • Implemented Daily Management Analytics involving visual management, efficient communication, and disciplined daily accountability. • Utilized the Problem Solving Process to improve the Live Answer Rate and Phone Fix Rate.

• Director, Sales Operations

  • Oct 2010 - Dec 2012

  Orange County, California Area Led the transformation of the Sales Operations function to become a World Class organization. Responsible for processing IC for 500 sales and field service employees. Responsible for establishing IC Policy and for leading executive IC steering committee. Re-established trust with a skeptical sales force. Talent Management • Transformed a dysfunctional team into a high-performing team by utilizing a number of leadership and organizational development tools. Resolved deeply… Show more Led the transformation of the Sales Operations function to become a World Class organization. Responsible for processing IC for 500 sales and field service employees. Responsible for establishing IC Policy and for leading executive IC steering committee. Re-established trust with a skeptical sales force. Talent Management • Transformed a dysfunctional team into a high-performing team by utilizing a number of leadership and organizational development tools. Resolved deeply embedded conflict within the team. Positively changed the culture and values of the team. • On a team of 10 people, re-allocated 2 resources to more value-added responsibilities such as Analytics. Redeployed resources based on strengths, skill-sets and career goals. Process Improvement • For the first time in the company’s 75 year history, IC plans were published in January. The impact is greater sales focus on generating revenue earlier in the year and increased sales employee satisfaction. • Reduced the cycle time required to process IC by 33% from 15 business days to 10 business days. • Re-established trust by driving a cross-functional team of 10 people in implementing Xactly’s IC system. Parallel tested 5 months of data resulting in a 99.86% accuracy rate. Strategic Planning • Project managed the six month Annual Planning Process between sales, finance and marketing to establish channel segmentation, territory definitions, restatement of prior year revenue, quota setting, and IC plans. • Financially modeled the cost impact of re-organizing the sales force and re-vamping IC plans to align with key strategic corporate initiatives. Identified & resolved discrepancies in finance bookings vs. IC bookings. Analytics & Reporting • Directed team to develop a predictive indicator of IC payouts called an IC Payout Factor. • Automated several executive reports including Inner Circle Ranking, Earnings Analysis, and Pay For Performance.



Emulex, an Avago Technologies Company

• Computer Hardware Manufacturing
• 100 - 200 Employee

• Senior Director, Sales Operations

  • Dec 2008 - Jan 2010

  Costa Mesa Led worldwide Sales Operations for a 100 person multi-channel sales team. Responsible for annual operating plan, revenue forecast, incentive compensation, budgets and CRM project. P&L Management • Managed expenses and headcount levels totaling $50M in expenses. Reduced expenses by closing 8 remote sales offices and reducing headcount. Monitored marketing program and product sample costs. • Forecasted global revenue by sales channel and presented results to C-level executives… Show more Led worldwide Sales Operations for a 100 person multi-channel sales team. Responsible for annual operating plan, revenue forecast, incentive compensation, budgets and CRM project. P&L Management • Managed expenses and headcount levels totaling $50M in expenses. Reduced expenses by closing 8 remote sales offices and reducing headcount. Monitored marketing program and product sample costs. • Forecasted global revenue by sales channel and presented results to C-level executives in weekly revenue calls. Improved line of sight forecast visibility to 5 quarters and implemented process improvements reducing forecast cycles and sales people involvement. Gained consensus on 2010 Forecasting Policies across C-level executives. • Prepared sales presentations for Quarterly Business Reviews (QBRs), in conjunction with the finance team, to analyze sales performance by account, platform, product line, product, manager and geography. Strategic Planning • Led sales and product management organizations through the 2010 Annual Operating Plan (AOP) on $400M in revenue. This served as the springboard to define quotas by sales employee, by account, and by product. • Drove sales teams to create strategic account plans on key Design Wins which translated into projected revenue. Managed historical conflict across the teams yielding only a 3% variance. • Oversaw the entire sales compensation process including estimating the variable compensation impact on P&L, setting quotas, defining compensation policies, facilitating executive approval, and ultimate payout. Operational Excellence • Led a cross-functional team of 15 people from HR, Finance, Sales, and Sales Ops in implementing an Oracle IC system. This project failed to launch four times before my involvement as project manager. • Coordinated demand and supply forecasts to maintain minimal levels of inventory. Resolved accounts receivables issues holding up the shipment of products. Show less



Extreme Learning

• Education Management
• 1 - 100 Employee

• VP, Operations

  • Oct 2007 - Jun 2008

  Directed an organization of 600 employees or 10 direct reports. Managing P&L responsibility for 6 regions representing 90% of the company’s revenue. Responsible for recruiting, training, logistics, and operations. Member of the executive team. Talent Management & Organizational Design • Hired, trained and mobilized over 500 employees in six months to service 300 schools stretching from Sacramento to Calexico, CA. Unified this geographically dispersed organization through values… Show more Directed an organization of 600 employees or 10 direct reports. Managing P&L responsibility for 6 regions representing 90% of the company’s revenue. Responsible for recruiting, training, logistics, and operations. Member of the executive team. Talent Management & Organizational Design • Hired, trained and mobilized over 500 employees in six months to service 300 schools stretching from Sacramento to Calexico, CA. Unified this geographically dispersed organization through values setting, goal setting, and team-building events. Drove tactical plans through organization to achieve budget goals. • Flattened the organization by reducing layers and re-organized to increase organizational alignment. Collapsed regions to achieve greater operational efficiencies. Managed multiple Reduction In Force (RIF) efforts. • Re-deployed team members based on their strengths and skill-sets. Identified the success traits of the highest performing employees and incorporated them into selection process. Selected the right people for key roles. P&L Management • Managed P&L for six regions representing 90% of the company’s revenue to achieve financial objectives by deploying appropriate human and capital resources. Conducted Operational Reviews for each region on a monthly basis. Increased revenue by 16%. • Rolled out new metrics dashboard (SPICCE) utilized by the CEO on a weekly basis to evaluate the health of the business. Optimized key revenue metrics such as attendance and income potential. Customer Service • Continuously met with executives at customer locations to assess our customer service levels and our ability to deliver on our promises. • Through customer VOC, identified the need for Classroom Management Training for all employees. • Coached and trained team members on world class customer service standards and metrics. Disciplined and terminated employees who did not meet these standards. Show less



Quest Software

• United States
• Software Development
• 700 & Above Employee

• Director, Sales Operations

  • Apr 2002 - Oct 2007

  Irvine Directly recruited, hired, motivated and developed a team of 15 resources. Inspired and restructured team to maximum output resulting in net annual savings of $100k. Ran CRM operations globally across 23 countries, 800 users, and 12 departments. Managed 14 internal project releases that improved technology adoption and productivity across the organization. Revenue Growth • Oversaw $75M in orders and contributed to increasing 2006 revenue by 90% with key distributors and partners… Show more Directly recruited, hired, motivated and developed a team of 15 resources. Inspired and restructured team to maximum output resulting in net annual savings of $100k. Ran CRM operations globally across 23 countries, 800 users, and 12 departments. Managed 14 internal project releases that improved technology adoption and productivity across the organization. Revenue Growth • Oversaw $75M in orders and contributed to increasing 2006 revenue by 90% with key distributors and partners such as Dell, IBM, Insight and CDW. • Partnered with C-level executives on Fortune 500 Customer Penetration Analysis resulting in the formation of a Global Account Team, which closed $5M in its first quarter. • Assisted launch of Seed Products resulting in $135M in sales and Financing Products resulting in $5M in revenue. • Created global sales forecasting solution from scratch, automating the aggregation of financial projections. Provided ability to analyze forecast by geography, product, hierarchy and employee. Operational Excellence • In three months, reduced the Partner order turnaround time by 50% from six to three business days increasing customer and partner satisfaction. • Increased revenue and sales rep productivity by facilitating a 38% increase in quote generation. This also resulted in increased support renewal rates from 40% to 75%. • Formed Data Quality Group consisting of 7 resources. Responsible for global clean-up of 70,000 customer records. Imposed data quality processes, metrics and best practices. Program Management • Developed and championed CRM Vision, Strategy and Roadmap by interfacing with C-level executives, leading global workshops and employing CRM best practices. • Facilitated Steering Committee, managed conflict, and gained consensus across 20 business areas including Sales, Marketing, Professional Services, Business Development, Accounting, and Legal. Show less



PwC

• Professional Services
• 700 & Above Employee

• Principal Consultant

  • Jul 1998 - Apr 2002

  Irvine Headed significant leadership roles on 9 projects all involving change management, business process improvement and software implementations. As Project Manager, managed 24 resources. Recognized with Above & Beyond Award for Excellence; less than 1% of consultants received this prestigous award. PwC Representative Projects: • Led the Change Strategy, Process, and Data Conversion teams for the full cycle of an SFA implementation at a leading specialty pharmaceutical company.… Show more Headed significant leadership roles on 9 projects all involving change management, business process improvement and software implementations. As Project Manager, managed 24 resources. Recognized with Above & Beyond Award for Excellence; less than 1% of consultants received this prestigous award. PwC Representative Projects: • Led the Change Strategy, Process, and Data Conversion teams for the full cycle of an SFA implementation at a leading specialty pharmaceutical company. Developed the communication strategy and schedule. Developed Level 3 Current & Future State process maps and matrices that led to a Behavioral Change Document. Performed Stakeholder Analysis. Facilitated Software Selection. Assisted in the development of training materials, vendor scripts, reference questionnaire, scorecard, analysis, and business case. • Spearheaded the Change Strategy, Process, Training and Test teams for the full life cycle of a Siebel-Vitria-Portal Implementation for a leading DSL Provider. Directly managed 8 resources. As Assistant Project Manager, coordinated the efforts of 24 resources. Coordinated across client departments and development teams to resolve issues and finalize requirements. Developed the communication strategy and schedule. • Directed Process Team for a Siebel implementation at the nation’s leading RV manufacturer. Conducted Gap Analysis between client’s business processes and Siebel. Gathered functional requirements for the Development Team detailing the requirement, relevant business scenario, business benefit, client priority, and level of effort. Customer Care processes included warranty tracking, repair management, customer notification, recalls and product enhancements. • Spearheaded global rapid full-cycle implementation of Siebel SFA for the leading maker of monitoring software in record speed. The 14 week project improved processes ranging from prospect to order management including full integration to Oracle. Show less



Coca-Cola Europacific Partners

• United Kingdom
• Manufacturing
• 700 & Above Employee

• Finance Manager

  • 1995 - 1997

  Los Angleles Managed 6 direct reports or a finance organization of 18 in the fastest growing, most profitable region of Coca-Cola. Contributed to Strategic Five Year Business Plan on sales volume, operational goals, and matriculation of 250 new employees. Strategic Planning • Contributed to Strategic Five Year Business Plan on sales volume, operational goals, and matriculation of 250 new employees. • Budgeted and forecasted salary & wages, controllable expenses, and sales volume for three… Show more Managed 6 direct reports or a finance organization of 18 in the fastest growing, most profitable region of Coca-Cola. Contributed to Strategic Five Year Business Plan on sales volume, operational goals, and matriculation of 250 new employees. Strategic Planning • Contributed to Strategic Five Year Business Plan on sales volume, operational goals, and matriculation of 250 new employees. • Budgeted and forecasted salary & wages, controllable expenses, and sales volume for three separate sales business units. Responsible for the accounting close. Financial Management • Tracked a $35M annual investment in fixed assets. Authorized capital purchases up to $250,000. Assisted in AP & internal audit activities. • Created Key Business Indicators (KBIs) measuring company performance in finance, sales, delivery, and productivity. Automated the ROI cash flow analysis on prestige accounts. Operational Excellence • Initiated a paperless process saving $300k with a payback of 3.2 years. Reduced a 4 week process to 24 hours. Captured more revenue and increased customer service with an earlier delivery date. Eliminated duplication of work and other inefficiencies. Reduced headcount. • Orchestrated the best field audit within Coca-Cola and the first field audit in Los Angeles of over 60,000 assets and a 90% completion ratio. Coordinated over 1000 employees in various positions to execute tasks. Produced an instructional video and manual. Field Service Software Implementation • Managed 3 direct reports in implementing a custom developed Field Service Application. Business processes included Asset Management, Returns Management, Parts Inventory Management, skills and territory based technician dispatching, resource management, and reporting. • Re-engineered every major process in the Field Service Department. Assessed the current business state. Flowcharted processes to identify duplication of work and other inefficiencies. Show less