Building IT organizations that scale, integrate, and endure.

Centric Brands needed to onboard Infosys as a managed service partner — bringing external support capacity into the IT ecosystem while keeping costs controlled and service quality high. The engagement also required standing up a new service desk in Malaysia to support Asia-based employees who had no dedicated IT support model in place. 

I led the integration from the IT support side, including reviewing the Master Service Agreement to ensure contractual accountability aligned with operational expectations, coordinating all knowledge transfer sessions between Infosys and Centric's internal support teams, and serving as a primary IT liaison throughout the engagement. I owned the design and launch of the Hong Kong service desk end-to-end, establishing the processes, staffing model, and support procedures needed to serve a geographically distinct employee base.

Successful Day-1 integration of Infosys delivered on schedule, with a fully operational support model across all regions. Key results included:

• Enterprise-grade service desk processes and procedures established and handed off to Infosys.
• Malaysia service desk launched, providing dedicated IT support to Asia-based employees for the first time.
• Lower support costs achieved through MSP model without degradation to service quality.
• IT liaison structure put in place to maintain accountability and performance governance post-launch.

Centric Brands had just emerged from bankruptcy and was acquired by Blackstone. IT was carrying a damaged reputation, and the business had lost confidence in its ability to deliver. With new ownership came new expectations, and the gap between what IT was providing and what the business actually needed was wide and well-known. 

As head of end-user support, I made rebuilding trust the first priority. I went directly to internal business partners — listened to their frustrations, mapped where IT was falling short, and identified the specific bottlenecks preventing the business from operating effectively. I then restructured IT support processes around those findings, removing friction points and replacing them with responsive, business-aligned service delivery. 

A measurable shift in the relationship between IT and the business — from adversarial to collaborative. Key results included:

• Stronger alignment between IT support processes and actual business workflows.
• Reduced downtime caused by unresolved or recurring technical issues.
• Improved business partner confidence in IT as an enabler, not an obstacle.
• Foundation established for the operational model that supported 8+ subsequent acquisitions.

Lincoln Financial Group acquired Liberty Life of Boston from Liberty Mutual, bringing approximately 1,000 associates into the LFG environment. The integration required a full migration of IT functions — systems, support models, and workflows — for an incoming workforce with no prior exposure to LFG tools or practices. Day-1 had to work for everyone. 

I developed and led the end-to-end training plan for the incoming Liberty Life associates. This included traveling to Liberty Life's headquarters to meet directly with associates, understand their existing workflows and practices, and identify the gaps between how they worked and how LFG operated — ensuring the transition plan was built around their reality, not just our standards. 

Seamless Day-1 cutover for all Liberty Life associates, delivered within a 6-month integration timeline. Achieved through:

• 5 structured training sessions covering LFG systems, support processes, and workflows.
• On-site discovery at Liberty Life HQ to map existing practices to LFG standards.
• No service disruptions or productivity loss on cutover day across all 1,000 associates.

Ralph Lauren was generating 8,000+ retail incident tickets per month, causing excessive downtime, lost productivity, and lost sales at retail locations. When registers went offline, customers walked out. Senior leadership needed a plan to restore productivity and recover lost revenue.

As Supervisor of the IT Global Service Desk, I used data-driven reporting within ServiceNow to identify what problems were being reported at scale. I then instituted a Problem Management practice, applying the 80/20 rule — targeting the 20% of issues driving 80% of retail incidents — and worked cross-functionally with responsible teams to prevent recurrence.

30% reduction in retail incidents, enabling 10% more retail revenue. Achieved through:

• Network configuration changes eliminating the most common failure modes.
• Standardization of patch management across all retail equipment.
• Implementation of preventive monitoring and alerting.