Improved NuAxis program financial performance through labor restructuring and technology-refresh decisions.
Enterprise operations · customer experience · service delivery · transformation
Enterprise operations at scale. Measurable transformation.
Enterprise operations and program executive across Verizon, the federal government, and the U.S. Navy. Experience spans customer operations, service delivery, workforce strategy, vendor management, financial performance, technology transformation, and practical AI adoption, with leadership accountability across large, distributed service environments.
Selected results
Scale, economics, and customer outcomes.
Representative results from enterprise service operations, transformation, and program leadership.
Annual savings from migrating Interior contact center operations to Cisco UCCX and unifying routing.
Achieved after raising the customer satisfaction target from 85% to 90% at Interior.
Planned expansion avoided after workflow, training, and certification changes increased workforce productivity 18%.
Operating improvements
Changes that improved speed and operating capacity.
At Interior, standardized readiness and role-based training reduced onboarding and ramp time. At Verizon, redesigned escalation ownership improved both productivity and average resolution time.
+18%Verizon productivity after escalation ownership was redesigned across three service teams
-20%Verizon average resolution time from the same escalation redesign
Selected transformations
Three decisions with material operating impact.
Each example connects the operating problem, the decision made, and the measurable result.
01
U.S. Department of the Interior
Redesigned workflows and certification to increase capacity
Context
Enterprise service operations were supporting 400,000+ users across IT, HR, Finance, and Travel.
What changed
Redesigned workflows, training, and internal employee certification to increase the capacity of the existing operation.
18% workforce productivity increase
$5M planned expansion avoided
02
Verizon
Built internal analytics capability instead of purchasing the proposed solution
Context
Verizon was considering a proposed $1.5M analytics solution for operational visibility.
What changed
Built Compass internally for under $100K and scaled the platform to 15,000 users.
Built for under $100K vs. proposed $1.5M solution
15,000 Compass users
Proposed solution$1.5M
Compass<$100K
03
NuAxis Innovations
Aligned labor and technology decisions to service requirements
Context
110-person federal technology services program spanning six operational and technical functions.
What changed
Aligned labor structure and technology-refresh decisions to service requirements while tightening visibility into staffing, delivery, risk, and financial performance.
$452K improvement in program financial performance
14 managers led across six functions
Explore the work
Four areas with direct operating evidence.
Select an area to see the scope and results behind it.
4enterprise service lines
National service delivery across IT, HR, Finance, and Travel.
Directed a common operating model across three nationwide service centers, with shared governance, escalation, reporting, and service standards.
Interior: three nationwide service centers
Interior: common governance across four business functions
Verizon: performance initiatives spanning 10 contact centers
Career arc
Leadership progression across service operations and technology.
Verizon, the Department of the Interior, NuAxis, and the U.S. Navy, with increasing scope across people, service delivery, technology, financial performance, and risk.
2026
NuAxis Innovations
Program Manager · Deputy Program Manager
Led 14 managers and 110 professionals across six technology and service functions supporting the Bureau of Safety and Environmental Enforcement.
2014–2025
U.S. Department of the Interior
Supervisory IT Program Manager · Enterprise Service Operations
Directed a $50M+ portfolio serving 400,000+ users across IT, HR, Finance, and Travel through three nationwide service centers.
2005–2014
Verizon
Operations Manager · Fiber Solution Center Tier II
Led contact center operations, reporting, and workforce development during nationwide FiOS expansion, with initiatives spanning 10 centers.
1994–2005
U.S. Navy
Lead Petty Officer
Led technical qualification and development for more than 60 sailors in an operational environment.
Education
Business and technology credentials.
Executive MBAGeorge Mason University
Master of Technical ManagementGeorge Mason University
BS, Management & OperationsExcelsior College
Chief Information Officer CertificateGeorge Mason University
Certifications
Professional Scrum Master I (PSM I), Scrum.org
Lean Six Sigma
Change Management Specialist
HDI Support Center Manager
FAC-COR II, previously held
Service platforms
Cisco UCCX · Genesys · Avaya ACD · BMC Remedy
Analytics & productivity
Power BI · Microsoft 365 · Workforce Analytics
Automation & knowledge
Workflow Automation · Knowledge Management
Applied AI & automation
Practical knowledge of generative AI adoption, prompt engineering, workflow design, responsible AI governance, and workforce enablement. Focused on where AI can improve decision support, consistency, speed, or employee effectiveness while keeping ownership, controls, and quality requirements clear.
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