• Asia: Japan, Taiwan, Hong Kong, Singapore, Australia, Korea
• Europe: England, Scotland, Belgium, Germany, France, Netherlands
• Latin America: Argentina, Mexico, Colombia, Venezuela, Peru, Puerto Rico
• Africa: Tanzania

• Established a new Customer Relationship Management business plan in the Korean Market; including evaluation of potential clients and establishing a new business infrastructure.
• Negotiated a joint venture with a conglomerate in Taiwan and created a new Customer Relationship Management business plan, evaluated potential clients.
• Assisted in the integration of new Joint Venture partners in Spain and Germany into the corporate structure.
• Negotiated warranty terms with an offshore, turnkey contract manufacturer (in China).
• Lead a worldwide organization that was a clearinghouse of information and expertise to assist countries in maximizing the impact and effectiveness of customer call centers and service partners.
• Standardized new product training provided to all call centers in the system (18 centers in eight countries).
• Consolidated performance and informational reporting from all call centers (18 centers in eight countries).
• Directed customization and installation of a call tracking system across the US and Europe. Project was completed on time and under budget (US$2.5M).
• Revitalized organization to support the needs of customers and partners by reengineering the service warranty programs and service parts pricing, building nationwide (Japanese) training structure, and instituting a quality control and feedback process.
• Consulted in Taiwan, Singapore and Australia on installation of the customer call centers and related customer service issues.

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• Built and led a Customer Support organization whose focus was technical support, product repair and developer support.
• Established a set of extended and enhanced warranty products and a Return Material Authorization program.
• Worked closely in association with Design Engineering to create the Clio. Served as a major force behind design for serviceability and design for support.
• Created Technical Service and Inside Sales (telemarketing) strategy in support of a new blood glucose monitor product. Established implementation team including internal cadre of Technical Service and Inside Sales Reps and Technical Reps from an outsourced vendor.
• Established a Customer Support and Operations organization in support of a new operating system.
• Established a 200-person Customer Assistance organization in three centers (Tokyo, Osaka and Sapporo).
• Planned and implemented overall strategy and tactics for a US$2 billion division while serving for 6 months as member of Director's committee in the absence of a President of Apple Japan.

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• Managed a US$13 million account that provided customer care to Motorola Personal Communications customers in 8 countries with Customer Interaction Centers in the US, Canada, Argentina and Mexico.
• Launched a technical support and repair services project within 61 days of taking the project by selecting outside vendors for through a rigorous RFP process.
• Revitalized and expanded the support program for custom designed integrated circuits.
• Assumed leadership of Operations and Quality Assurance teams for four months. Managed manufacturing, purchasing, logistics, software testing, manufacturing quality control, and failure analysis.
• Selected and directed installation of telephone and software tools designed for the technical service and sales organization that also supported entire company.
• Hired and managed an in-house Developer Technical Support team and out-sourced customer technical support organizations in the US and Europe.
• Directed Operations team including web operations, product manufacturing, ordering and distribution teams (both in-house and out-sourced) supporting US, Pacific Rim and European sales.
• Led organization responsible for all service, support, quality and training activities for Japan, maintaining a US$20 million budget within five percent of goal.
• Managed a diverse call center with a US$8.3 million budget by first planning and launching the PowerBook repair Hotline, then growing 'for-fee' support for Institutional customers providing Networking, A/UX and Software Development support.
• Moved entire call center (70+ engineers) to Austin, Texas, and then moved call center again within 7 months when it grew out of original facility.
• Consolidated three support call centers into one achieving a 38% increase in individual productivity.
• Opened the Apple Federal Government Sales Support office, growing the support staff from four professionals in one group to 18 professionals in five groups.

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