Enterprise Field Services Transformation
GF_Case_Study_Enterprise_Transformation.docxI led a multi‑year transformation of a 750‑person national IT Field Services organization supporting 8,300+ locations, redesigning a highly decentralized operating model into standardized execution with clear accountability. I consolidated the field footprint, moved toward a virtual/decentralized technician model, centralized repair into two regional centers, redesigned inventory and field logistics, established scorecards and recurring operating reviews, tightened headcount/backfill discipline, expanded hybrid labor models, and strengthened cross‑functional collaboration. The program delivered approximately $23M in annual run‑rate savings within two years and ultimately reduced annual operating cost from about $85M to $50M while aggregate service performance improved ~37% and cost per store declined ~36%; the objective was to build scalable capabilities and execution discipline, not just cut cost.