Stephen Miller

After 32 acquisitions, disparate P&Ls made executive decision-making difficult, impeding growth for 33% of all corporate revenue. I was promoted by the COO to unify the businesses under one management team. By developing strategic data management partnerships, I enabled a new storage architecture to ingest disparate data sources and improve real-time performance/cost visibility. I then Leveraged Reltio/Snowflake/Qlik to realize the scalable cloud data SaaS model after four months of phased… Show more

After 32 acquisitions, disparate P&Ls made executive decision-making difficult, impeding growth for 33% of all corporate revenue. I was promoted by the COO to unify the businesses under one management team. By developing strategic data management partnerships, I enabled a new storage architecture to ingest disparate data sources and improve real-time performance/cost visibility. I then Leveraged Reltio/Snowflake/Qlik to realize the scalable cloud data SaaS model after four months of phased implementation. This new SOP united all companies under a regional model for the first time, achieving a fully integrated national model. Show less

A global CPG company sought to create an agile planning system aligned with dynamic supply/demand changes. I was recruited by the CEO/COO of both the company and HP to install a next-gen, AI-enabled solution and optimize costs. Over 18 months, I steered evolving strategies to design/test a platform and engaged all stakeholders/executives to a successful implementation. This delivered $200M in ARR savings in two years, maintained the P&G and DXC/HP relationship throughout transitions, and I was… Show more

A global CPG company sought to create an agile planning system aligned with dynamic supply/demand changes. I was recruited by the CEO/COO of both the company and HP to install a next-gen, AI-enabled solution and optimize costs. Over 18 months, I steered evolving strategies to design/test a platform and engaged all stakeholders/executives to a successful implementation. This delivered $200M in ARR savings in two years, maintained the P&G and DXC/HP relationship throughout transitions, and I was made the Key Account Executive for P&G. Show less

The company struggled to achieve SLAs due to pandemic-related cost-saving measures, resulting in customer attrition. I was promoted by the CEO/COO/CRO to innovate technologies/delivery models and improve retention. Despite sweeping resignations, an AI product integrated with customer factory operating systems was created, enabling self-service. This restored SLA performance and enhanced supply availability. This solution was replicated with the company's largest customers and increased… Show more

The company struggled to achieve SLAs due to pandemic-related cost-saving measures, resulting in customer attrition. I was promoted by the CEO/COO/CRO to innovate technologies/delivery models and improve retention. Despite sweeping resignations, an AI product integrated with customer factory operating systems was created, enabling self-service. This restored SLA performance and enhanced supply availability. This solution was replicated with the company's largest customers and increased retention. Xerox became a strategic partner leading AI enablement in production print settings and received industry recognition at the 2023 Printing United Expo. Show less

PwC issued audit comments that threatened financial certification for HP's 32 acquisitions. I was called upon by the COO to identify root causes and return financials to full compliance. In collaboration with business/technology partners, Internal Audit, and PwC, I developed/deployed an automated revenue recognition process within reluctant teams. With this, I presented results to the EC and Board, translating complex technology/risk/change management. These efforts corrected all audit… Show more

PwC issued audit comments that threatened financial certification for HP's 32 acquisitions. I was called upon by the COO to identify root causes and return financials to full compliance. In collaboration with business/technology partners, Internal Audit, and PwC, I developed/deployed an automated revenue recognition process within reluctant teams. With this, I presented results to the EC and Board, translating complex technology/risk/change management. These efforts corrected all audit concerns, achieved SMB certification, validated operational success, and generated capital investment opportunities. This strategy was declared a Best Practice. Show less

Systems and data were fragmented, and inefficient delivery caused clients to terminate their partnerships. I was promoted by the CEO/COO to improve metrics after multiple failed attempts to remediate. I combined field/system/IoT data into a data lake, designed predictive AI models, and created rewards/app integrations to elevate utilization (~5,000 staff.) This improved remote resolution by 15% and first-time solve rate by 10%, retaining the most significant global customers and increasing RFP… Show more

Systems and data were fragmented, and inefficient delivery caused clients to terminate their partnerships. I was promoted by the CEO/COO to improve metrics after multiple failed attempts to remediate. I combined field/system/IoT data into a data lake, designed predictive AI models, and created rewards/app integrations to elevate utilization (~5,000 staff.) This improved remote resolution by 15% and first-time solve rate by 10%, retaining the most significant global customers and increasing RFP win rates through enhanced ESG results. Show less

The CEO/CHRO wanted to improve employee engagement for an increasingly distributed workforce. I was tasked by the COO/CHRO to resolve the issues to improve global resource accessibility. I led employee research groups, promoted executive committee buy-in, launched an AI-enabled HR resource chatbot, created an analytics co-pilot for real-time data availability, and automated onboarding via RPA. This became an SOP/Best Practice, improved engagement by 10%, lowered HR costs by 20%, and accelerated… Show more

The CEO/CHRO wanted to improve employee engagement for an increasingly distributed workforce. I was tasked by the COO/CHRO to resolve the issues to improve global resource accessibility. I led employee research groups, promoted executive committee buy-in, launched an AI-enabled HR resource chatbot, created an analytics co-pilot for real-time data availability, and automated onboarding via RPA. This became an SOP/Best Practice, improved engagement by 10%, lowered HR costs by 20%, and accelerated HR help timelines by 45%, reinforcing an employee-centric corporate culture. This solution was showcased at an MIT AI research program. Show less

The CEO wished to reduce costs, but current onshore models presented few opportunities. I was recruited by the CAO to join the Senior Leadership Team and create the Global Business Services organization. Comprehensively, I designed/executed transition processes to establish centers in India/Eastern Europe, liaised with stakeholders to identify offshoring opportunities, collaborated with HR to transition onshore roles, and partnered with new global leadership to initiate/enhance operations. This… Show more

The CEO wished to reduce costs, but current onshore models presented few opportunities. I was recruited by the CAO to join the Senior Leadership Team and create the Global Business Services organization. Comprehensively, I designed/executed transition processes to establish centers in India/Eastern Europe, liaised with stakeholders to identify offshoring opportunities, collaborated with HR to transition onshore roles, and partnered with new global leadership to initiate/enhance operations. This reduced costs by 20% and this Best Practice was repeated by other divisions, transforming HP into a worldwide workforce with high future growth potential. I was recognized with the "Leader's Choice" award for these impacts. Show less

I was tasked by the CFO to achieve consolidation targets during the HP/EDS merger. Owning all labor cost modeling/operational and financial planning, I prepared ELT financial statements and navigated reluctance from combined company leadership to validate plans/timelines. Afterward, I finalized financials for the combined GBS enterprise, mitigating risks and identifying ambiguous financial data and unexpected shadow organizations. The merger exceeded cost targets by 12%, adding a legacy… Show more

I was tasked by the CFO to achieve consolidation targets during the HP/EDS merger. Owning all labor cost modeling/operational and financial planning, I prepared ELT financial statements and navigated reluctance from combined company leadership to validate plans/timelines. Afterward, I finalized financials for the combined GBS enterprise, mitigating risks and identifying ambiguous financial data and unexpected shadow organizations. The merger exceeded cost targets by 12%, adding a legacy technology services business at scale that remains HP's largest acquisition to date ($14B) and raised evaluation to $40B. I was asked by HP’s Chief Administrative Officer to join the newly formed GBS business post-merger. Show less

Sales erosion from hybrid operations required prioritization of digital services. I was entrusted by the CEO/COO to launch an automation services business. I led investigations and pitched to commercialize the internal automation/RPA CoE. Then, I created/operated the digital services startup, hired all functions, and marketed new offerings. This monetized RPA assets and generated 200% ROI over 3 years, the foundation for the $200M business. The strategy shifted cultures, appreciated stock by… Show more

Sales erosion from hybrid operations required prioritization of digital services. I was entrusted by the CEO/COO to launch an automation services business. I led investigations and pitched to commercialize the internal automation/RPA CoE. Then, I created/operated the digital services startup, hired all functions, and marketed new offerings. This monetized RPA assets and generated 200% ROI over 3 years, the foundation for the $200M business. The strategy shifted cultures, appreciated stock by 20%, improved M&A potential, and was praised by early customers. My responsibilities were expanded to oversee all print and digital services sales. Show less

I was hired by the COO to lead a digital transformation driven by bots/RPA. I immediately cultivated relationships with stakeholders/executives to promote shared success, recruited talent, introduced/built an automation CoE (Project' Own-It), identified benchmarks, and improved staff buy-in to raise bot utilization. These efforts deployed 600 bots, reducing costs by $380M (1.5X ELT expectations), and retained $50M of at-risk accounts within six months. The company received industry… Show more

I was hired by the COO to lead a digital transformation driven by bots/RPA. I immediately cultivated relationships with stakeholders/executives to promote shared success, recruited talent, introduced/built an automation CoE (Project' Own-It), identified benchmarks, and improved staff buy-in to raise bot utilization. These efforts deployed 600 bots, reducing costs by $380M (1.5X ELT expectations), and retained $50M of at-risk accounts within six months. The company received industry recognition/awards and drove value per share by 63% (from $12 to $19,) proving Xerox as an industry leader. Show less

Xerox wanted to penetrate the healthcare AI/analytics vertical. I was tasked by the CEO to develop partnerships and lead joint GTM development. To accomplish this, I cultivated relationships with hospital leadership (doctors/department heads/CXOs), determined AI opportunities, built technological trust and finalized two use cases. Delivered Xerox's first healthcare services partnership and launched a $10M SaaS business with 130% annual growth, which fueled a 20% stock appreciation. I was… Show more

Xerox wanted to penetrate the healthcare AI/analytics vertical. I was tasked by the CEO to develop partnerships and lead joint GTM development. To accomplish this, I cultivated relationships with hospital leadership (doctors/department heads/CXOs), determined AI opportunities, built technological trust and finalized two use cases. Delivered Xerox's first healthcare services partnership and launched a $10M SaaS business with 130% annual growth, which fueled a 20% stock appreciation. I was recognized by the CEO and asked to join the Connecticut Children’s Hospital’s Board of Directors. Show less

With multiple international segments, manual processes resulted in missed SLAs for a critical CPG company account. I was promoted by the CEO/CRO to engage P&G to develop stakeholder relationships and uncover opportunities. I engaged P&G leadership to prioritize use cases, enhanced offshore development capabilities (Automation Anywhere), and deployed software onsite in Ukraine/Singapore. This launched the first P&G RPA bots, fully adopted in Eastern Europe/Asia as an SOP/Best Practice, as it… Show more

With multiple international segments, manual processes resulted in missed SLAs for a critical CPG company account. I was promoted by the CEO/CRO to engage P&G to develop stakeholder relationships and uncover opportunities. I engaged P&G leadership to prioritize use cases, enhanced offshore development capabilities (Automation Anywhere), and deployed software onsite in Ukraine/Singapore. This launched the first P&G RPA bots, fully adopted in Eastern Europe/Asia as an SOP/Best Practice, as it reduced errors by 80%, initiated a key business tower now driving 30% of revenue, restoring the relationship. The team was recognized with an Innovation Award. Show less