Signed in as:
filler@godaddy.com
Revenue Assurance & Operational Performance
Invoice Quality & Finance Ways of Working
2026 · 5 Months
Led a cross-border finance improvement initiative spanning the United States and Canada focused on improving invoice quality and the operational processes surrounding billing. The engagement addressed how operational teams, customer-facing functions, and finance stakeholders worked together to identify billing issues, improve handoffs, and establish more consistent ways of working across markets.
Outcome:
Improved invoice accuracy, reduced avoidable corrections and disputes, and established greater consistency and accountability in billing activities.
Customer Experience Financial Accountability Framework
2025 · 5 months
Led the design of a financial accountability and process framework defining ownership, escalation paths, contacts, and working relationships between customer-facing teams and billing functions across complex supply chain services. The initiative established clearer fundamentals for identifying and resolving financial issues while creating a more scalable model for protecting and improving revenue.
Outcome:
Reduced ambiguity over financial ownership, accelerated resolution of billing issues, and created a stronger foundation for revenue assurance.
Warehousing & Distribution Revenue Leakage Recovery
2025 · 10 months
Led a revenue assurance initiative focused on identifying and recovering financial leakage within warehousing and distribution operations. The work combined operational analysis, financial investigation, cross-functional coordination, and process correction to identify where earned revenue was not being captured.
Outcome:
Direct recovery of $1.6 million while also identifying process weaknesses that could be addressed to reduce recurrence.
Service-Level Operating Model & Workload Impact Analysis
2025 · 3 months
Created an operating-model assessment designed to understand what happened to frontline workloads when dedicated strategic program-management support was reduced or removed from customer accounts. The analysis examined workload absorption, service-level implications, and how responsibilities would need to be redistributed to maintain viable customer support.
Outcome:
Supported more informed service-level and staffing decisions while identifying operational risks before organizational changes were implemented.
Asia Export Consolidated Billing Process Design
2021 · 5 months
Designed an end-to-end manual consolidated billing process covering the full lifecycle from identification of export-related charges through validation, consolidation, invoicing, and payment. The process supported export activity originating from consolidated warehouse operations in China and India and required coordination across geographically distributed supply chain and finance activities.
Outcome:
Introduced greater process consistency and financial control while reducing the likelihood of missed or incorrectly processed export charges.
$14M Revenue Recovery & Billing Automation
2021-2022 · 9 months
Led a major revenue leakage recovery and billing-process enhancement effort that recovered $14 million in previously uncaptured revenue. Beyond the immediate financial recovery, redesigned a multilayer billing process to reduce unnecessary human intervention through automated identification, calculation, validation, and reconciliation of billable activity.
Outcome:
$14 million recovered, with additional structural improvements intended to increase invoice accuracy, improve processing efficiency, and prevent future leakage.
Drayage Carrier Performance Visibility Dashboard
2020 · 3 months
Created a performance visibility dashboard focused on destination container activity and drayage carrier performance. The initiative converted operational performance information into a more actionable management view, supporting an improvement effort aimed at identifying SLA failures and returning underperforming carriers to acceptable service levels.
Outcome:
Improved management visibility, accelerated identification of performance issues, and enabled more targeted carrier-performance interventions.
Canadian Customs E-Manifest Compliance Transformation
2016-2017 · approximately 6 months
Led technology changes required to support evolving Canadian Border Services Agency e-manifest requirements. The project involved modifications to both a proprietary AS/400 system of record and a commercial freight-forwarding platform, coordinating business requirements and technology delivery to maintain regulatory compliance.
Outcome:
Protected continuity of Canadian operations and reduced exposure to customs delays, compliance failures, and associated financial penalties.
CargoWise One Customs Transformation
2015-2016 · approximately 9 months
Served as workstream leader for the customs-compliance and duty-reduction component of a major platform transformation, moving customs entry-writing capabilities from an internally developed AS/400 environment to CargoWise One. The work required translating established customs processes into a new commercial technology environment while protecting critical compliance and financial functionality.
Outcome:
Supported technology modernization while preserving customs compliance and duty-management capabilities during a high-risk system transition.
Financial Reporting Platform Migration
2015-2016 · approximately 8 months
Led the migration of financial reporting capabilities from a commercial SAP-based application into an internally developed web platform. The initiative required understanding existing reporting requirements, coordinating technical replacement capabilities, and supporting continuity as users transitioned between reporting environments.
Outcome:
Reduced dependency on the legacy reporting solution while maintaining access to critical financial information and creating greater control over future development.
Customer Experience & Service Transformation
Customer Loyalty Survey Governance & Action Framework
2024-2025 · 24 months
Served as a business representative in the development of an enterprise approach for distributing, receiving, interpreting, and acting upon customer loyalty and service-satisfaction surveys. The work focused not simply on collecting customer feedback, but on creating the governance and operating practices needed to make that feedback useful to customer-facing teams.
Outcome:
Increased consistency in how customer feedback was handled and strengthened the organization's ability to turn survey data into service-improvement actions.
Export Operations Expert Network
2024 · 5 months
Created and led a cross-functional network of export-process specialists who could provide consultation, operational assistance, and education to teams working through complex logistics issues. The model brought specialized knowledge together rather than leaving expertise isolated within individual teams or accounts.
Outcome:
Improved access to subject-matter expertise, accelerated problem resolution, and reduced reliance on isolated institutional knowledge.
Enterprise Customer Experience Reorganization & Transition
2024 · 3 months
Served as a leading change agent during a significant customer-experience reorganization affecting strategic customer portfolios. Managed the human and operational elements of the transition, including personnel movement, account-ownership changes, continuity planning, and stakeholder coordination to help ensure customers and employees experienced as little disruption as possible.
Outcome:
Protected service continuity during organizational change and reduced transition risk for both employees and major customer relationships.
Salesforce Case Management Implementation
2022-2023 · 7 months
Served as the North American program-management business counterpart for implementation of Salesforce Case Management within specialized import and export supply chain teams. Represented business requirements and operational realities during implementation, helping connect platform design with the needs of teams responsible for managing customer and operational cases.
Outcome:
Improved case visibility, standardized customer-service workflows, and created a more scalable foundation for managing service requests across teams.
Digital Products, Data & Supply Chain Innovation
Logistics Data Automation & KPI Exception Management
2021 · 6 months
Led the redesign of a logistics specialist user journey that previously required employees to search for individual records through a user interface. Replaced much of that manual research with recurring batch data from SAP BI and application databases, enabling teams to analyze container-level SLA and KPI exceptions more efficiently and at greater scale.
Outcome:
Reduced manual lookup effort, freed employee capacity, accelerated exception analysis, and enabled teams to focus more time on resolving issues rather than finding data.
Demurrage & Detention Digital Product Governance Stabilization
2020 · approximately 6 months
Acted as consultant and coordinator for a growing digital solution used to calculate demurrage and detention costs. Stabilized the product environment by introducing stronger governance, backlog management, working practices, collaborative issue resolution, and risk management while the solution moved toward broader commercial use.
Outcome:
Improved product reliability and delivery discipline while reducing operational risk during commercialization.
Purchase Order Collaboration Digital Product
2019 · 4 months
Served as Product Owner for development of a client-facing supply chain collaboration application designed to improve communication between customers and shippers before purchase orders entered later stages of execution. The product focused on identifying and resolving errors earlier in the process rather than allowing exceptions to propagate downstream.
Outcome:
Increased upstream visibility, encouraged proactive exception management, and reduced avoidable downstream supply chain disruption.
Container Sourcing Optimization Digital Product
2018-2019 · 14 months
Served as Product Owner for a multi-inventory optimization application developed for a major global energy company. The solution was designed to analyze available container inventory and automatically generate recommended sourcing configurations rather than requiring planners to determine sourcing approaches entirely through manual analysis.
Outcome:
Improved sourcing speed and consistency, reduced manual planning effort, and supported more efficient utilization of available equipment.
Centralized Demonstration Data Platform
2019 · approximately 6 months
Served as Product Manager and business-case owner for a centralized approach to managing demonstration data across a portfolio of digital solutions. Designed the concept so business and sales teams could maintain reusable sample datasets rather than creating disconnected demonstration data independently for individual applications.
Outcome:
Improved sales-demo consistency, reduced preparation effort, and made it easier to demonstrate multiple digital capabilities using controlled and reusable datasets.
Digital Supply Chain Application Marketplace
2017-2018 · approximately 11 months
Served as Product Owner for development of a centralized digital environment used to host, organize, and launch multiple client-facing supply chain applications. The initiative created a common entry point for an expanding portfolio of digital solutions rather than requiring customers to navigate disconnected individual products.
Outcome:
Improved digital-product discoverability and user experience while providing a scalable platform for future client-facing applications.
Sales Demonstration Simulation Application
2017 · 6 months
Served as Product Owner for a Scrum-based development effort creating a simulation application for commercial teams. The product enabled sales personnel to demonstrate the capabilities of a multi-application digital supply chain portal without depending on live customer data or live operational scenarios.
Outcome:
Strengthened sales enablement, improved consistency of product demonstrations, and reduced the complexity involved in showcasing digital capabilities to prospective customers.
Supply Chain Disruption & Risk Visibility Application
2017 · 6 months
Served as IT Product Owner for a supply chain visibility application designed to ingest global logistics risk information from multiple sources and show the potential impact of those disruptions on shipments. The product sought to move users from general awareness of external events toward understanding which specific supply chain movements could be affected.
Outcome:
Supported earlier identification of shipment risk and more proactive operational decision-making during global disruptions
Customs Compliance Visibility Application
2016-2017 · approximately 8 months
Served as Scrum Master for development of a proprietary customs visibility product covering U.S. and Canadian customs-house brokerage information. Facilitated agile delivery while helping translate specialized customs data into a digital visibility capability for users.
Outcome:
Increased access to customs information, supported more proactive compliance management, and reduced dependence on fragmented manual reporting.
Agile Delivery, Integration & Technology Governance
Post-Migration Platform Stabilization & Hypercare
2026 · 3 months
Led a rapid post-integration stabilization initiative following the transition between legacy and contemporary supply chain technology platforms, including GTNexus-related workflows. Coordinated operational issue management, technology analysis, process changes, cross-department resolution, and global stakeholder engagement during the critical period following go-live.
Outcome:
Accelerated issue resolution, increased stabilization after migration, protected operational continuity, and created clearer ownership of post-launch defects and process gaps.
Business–Technology Integration Intake & Prioritization
2025 · 3 months
Led the redesign of how technology integration requests and issues were refined, represented, prioritized, and moved into an agile delivery environment. The initiative emphasized transparency between business and technology stakeholders while improving request quality, process understanding, ownership, and prioritization.
Outcome:
Reduced poorly defined demand entering development queues, improved prioritization decisions, and strengthened alignment between business needs and technology capacity.
Cross-Functional EDI UAT Expert Network
2024 · 2 months
Built a cross-functional logistics expert group responsible for supporting user-acceptance testing of import and export EDI capabilities. The initiative brought operational subject-matter expertise directly into technology validation rather than relying solely on technical testing.
Outcome:
Improved test quality and business readiness while reducing the likelihood that operationally significant EDI defects would reach production.
Enterprise Technology Demand & Development Pipeline
2021 · 4 months
Created a consolidated technology visibility roadmap covering development, support, and project demand across multiple logistics products and business areas. The model tracked work from initial idea through development and post-launch hypercare while clarifying ownership and improving collaboration between stakeholders.
Outcome:
Increased transparency of technology demand, reduced fragmented work tracking, and improved accountability throughout the delivery lifecycle.
Digital Supply Chain Agile Governance Framework
2019-2020 · approximately 8 months
Served as consultant, strategist, and Scrum lead in establishing agile governance and ways of working for a new end-to-end digital supply chain platform containing multiple client-facing products. Designed guidance spanning Azure DevOps, Scrum ceremonies, artifacts, Definition of Ready and Definition of Done, UX, architecture, business processes, risks, testing, security, releases, Kanban, requirements, and backlog management.
Outcome:
Created a repeatable delivery model for a complex digital program, increased team alignment, and provided clearer governance across business and technology disciplines.
Enterprise DevOps Delivery Lifecycle Design & Rollout
2018-2019 · 20 months
Served as Product Manager and lead for the design and implementation of an end-to-end agile development lifecycle intended to govern future application development. The model covered the full journey from ideation, prototyping, and design thinking through capacity planning, agile DevOps, CI/CD, production support, monitoring, and multi-vendor delivery.
Outcome:
Standardized the technology-delivery lifecycle, increased repeatability across application teams, and created stronger linkage between product ideation and sustainable post-launch support.
EDI Development Work Management Platform Globalization
2015-2016 · approximately 12 months
Led the upgrade and globalization of a regional internal IT ticketing application, transforming it from a local incident/request platform into a broader work-management solution supporting EDI development activity. The engagement involved both platform modernization and redesign of how development work was tracked across regions.
Outcome:
Improved visibility of EDI development demand, introduced more consistent work tracking, and supported collaboration across geographically distributed teams.
Enterprise Technology & Platform Modernization
Customer Application Identity Architecture Migration
2019 · approximately 8 months
Served as Product Owner for migration of a multi-application digital environment and its active client-facing solutions from a proprietary directory model to a more sustainable B2C identity architecture. The work required protecting access to live applications while transitioning the underlying authentication approach.
Outcome:
Improved scalability and maintainability of customer identity management while providing a stronger architectural foundation for future digital products.
Client-Facing Digital Product Rebranding Program
2018-2019 · approximately 10 months
Served as Product Manager for rebranding a portfolio of live client-facing applications and digital services during a major corporate integration. Coordinated changes extending beyond visual branding into content, application code, and underlying infrastructure.
Outcome:
Preserved a consistent customer experience during organizational integration while reducing legacy-brand fragmentation across digital channels.
Cross-Application User Access Management Service
2018 · 8 months
Served as Product Owner for a reusable user-access-management service supporting multiple Azure-based customer applications. The capability centralized B2C identity administration rather than requiring every application to independently manage customer access.
Outcome:
Improved access governance, reduced duplicated development, and created a scalable identity-management service for an expanding digital ecosystem.
North American Enterprise IT Infrastructure Transformation
2013-2014 · approximately 12 months
Served as regional lead for the United States and Canada within a global IT infrastructure transformation replacing or upgrading employee PCs, SCCM capabilities, and print-server infrastructure. Coordinated regional execution of a global program affecting core workplace technology used across the organization.
Outcome:
Modernized aging infrastructure, increased standardization, and reduced support complexity across a large North American user base.
Client-Facing Application Single Sign-On Integration
2010-2011 · approximately 8 months
Served as Application Owner and Project Lead for integration of a client-facing supply chain exception-management application into an ADFS-based single sign-on architecture. The project brought an existing web solution into the organization's broader e-commerce technology ecosystem.
Outcome:
Simplified customer access, improved identity consistency, and strengthened integration of the application with the enterprise digital environment.
National ServiceNow & ITIL Transformation
2010 · 10 months
Led the North American IT department transition from IBM Remedy to ServiceNow. The engagement went beyond software implementation and included creation and configuration of ITIL-oriented processes, incident categories, configuration items, and the service catalog required to operate the new service-management environment.
Outcome:
Modernized IT service management, standardized support practices, improved incident classification and visibility, and created a more scalable service-management foundation.
Global Digital Rebranding Program
2009-2010 · approximately 6 months
Led the technology department's workstream for global rebranding of web-based solutions during a major corporate identity transition. Coordinated the changes required across customer-facing digital assets while maintaining continuity of existing services.
Outcome:
Delivered consistent global digital branding while reducing customer confusion and avoiding disruption to active applications.
Enterprise Email Identity & Outlook Migration
2009-2010 · approximately 6 months
Led a technology workstream within a global Outlook-as-a-Service migration that restructured corporate email-address standards. The initiative combined workplace technology migration with enterprise identity changes affecting employees across the organization.
Outcome:
Increased standardization of enterprise email identity and supported transition toward a more centralized workplace-technology model.
Client-Facing Application Globalization
2009 · approximately 6 months
Served as IT lead and subject-matter expert for transforming a locally developed client-facing supply chain exception-management application into a solution capable of broader global use. The engagement required translating an established regional application into an environment suitable for a wider organizational footprint.
Outcome:
Extended the useful life and reach of an existing digital asset, avoided unnecessary duplication, and established the foundation for later enterprise integration.
Organization, Leadership & Capability Building
Team Sustainability & Business Continuity Framework
2024-2025 · 13 months
Designed and implemented a staffing and continuity model intended to make a specialized customer-facing team more resilient without proportionally increasing headcount. The model expanded coverage contingency by more than 400% across the existing staff population, while allowing the approach to be scaled across products and replicated by additional teams. It also reduced the operational tension between maintaining coverage and allowing employees to take time away from work.
Outcome:
More than 400% increase in coverage contingency, stronger business continuity, greater cross-training, and improved flexibility for employee time off.
Matrix Leadership Operating Model Showcase
2022 · 4 months
Designed and demonstrated a matrix leadership framework based on contemporary leadership theory, observed operating experience, and successful case examples. The model intentionally separated elements of program/account leadership from people leadership so employees could receive stronger managerial support while still maintaining clear accountability for customer outcomes.
Outcome:
Clarified leadership responsibilities, strengthened employee support, and demonstrated a scalable alternative to traditional single-manager organizational structures.
Customer Experience & Program Management Leadership Framework
2022 · 5 months
Designed and implemented a scalable leadership and workforce framework for an integrated customer-experience and program-management organization. The approach covered onboarding, cross-training, capacity management, work-life balance, role clarity, trust and transparency, employee recognition, development, succession, sustainability, and collaboration. Also defined responsibilities for both vertical leadership and team-leader roles.
Outcome:
Increased management consistency, improved role clarity and resilience, supported employee development, and created a more sustainable operating structure as the organization grew.
Virtual Employee Engagement & Onboarding Initiative
2022 · 9 months
Participated in an employee-engagement committee applying research and analysis to challenges created by virtual and distributed work. Areas of focus included employee inclusion, engagement, happiness, and the experience of employees joining the organization remotely.
Outcome:
Helped identify practical improvements to remote onboarding and inclusion while providing leadership with a more structured approach to employee experience.
Practical Process Mapping & Flowcharting Capability Program
2022 · 2 months
Developed and delivered a practical process-mapping seminar for regional program managers, showing leaders how to quickly translate operational processes into usable Microsoft Visio flows. The training emphasized pragmatic, outcome-oriented process visualization and iterative development rather than overly complex documentation.
Outcome:
Increased process-mapping capability among nontechnical leaders, accelerated documentation, and made process analysis more accessible to business teams.
Agile Capability Building for Business & IT Leaders
2021 · 3 months
Developed and delivered agile and Scrum education for two distinct audiences: business program managers working within supply chain operations and technology leaders supporting warehousing and distribution. Adjusted the emphasis for each group so agile concepts could be understood in the context of their actual responsibilities rather than as abstract methodology training.
Outcome:
Increased agile literacy, improved business–technology collaboration, and helped leaders participate more effectively in iterative delivery environments.