Emily Poerio

• Drives the growth and development of 12+ partnership programs through cross-functional strategic initiatives. Collaborate with senior leaders to drive revenue growth, profitability, and vision for the partnership through a robust opportunity pipeline and continuous improvement.
• Negotiate contracts (renewals, new product offerings, pricing) leading to 100% client retention rate and $11M incremental revenue annually.
• Manage dispersed team of up to 15 resources that support, grow, optimize and solution new features for the business.
• Launched 20+ client partner programs in market that brought additional repair and service revenue to UBIF.
• Designed and launched integrated solution within 4 months needed to scale MVP manual solution to service Connected Home Repairs in UBIF stores.
• Establish and nurture relationships with client partners, OEMs, Product, channel partners, franchisees, and operations technology vendors, system integrators, and channel partners
• Prospect and qualify new businesses, while managing existing partner relationships and establishing a successful enterprise growth motion
• Orchestrate across internal/external teams to ensure program success, meeting and exceeding contractual KPIs: Achieved record performance MoM for Turn around Times (TaT) and NPS for largest Client Partners.
• Collaborate with client partners to create strategic vision and roadmap for new business development opportunities. Increased partner programs managed by 20% with expanded clients, product & services.
• Drive continuous improvement initiatives to reduce costs and increase margin across business functions; Reduced Connected Home buyout severity by 25% with savings of $4+M.

• Grew UBIF Repair Channel network during COVID while maintaining KPI performance and margins in UBIF (Carry In, Remote Tech, Depot).
• Implemented Remote Tech and In-Store COVID processes. Led effort in defining, executing, communicating changes and training field operations. ($600K / day cost avoidance - claim buyouts)
• Built new depot operations center - UBIF Orlando (UROC); successfully transitioned out of 5 field depots with no disruption to customers / clients
• Led implementation of new OEM testing processes, increasing repair success rate by 10%.
• Created new processes and integration for Re-Repair in UBIF, saving $3M in 2021
• Successfully led team to exceed AOP volume targets in all channels and meet KPIs in 2020 and 2021, and 2023.
• Strategically grew store footprint and opened 164 stores in 2020 for total of 770 locations.
• Expanded remote tech coverage, leading the rollout of 650 UBIF Vans. Orchestrated across banks/fleet management companies, vehicle OEMs and owners to execute leases, wrap, upfit and deploy units.
• Established Van Council across all stakeholders in Asurion, UBIF and Vendors. Implemented over 10 key strategy changes including future model mix, cost / options, upfit and wrap changes, OSHA requirements, technician safety improvements, van layout, and new leasing agreement executed with ARI for future van purchases.
• Designed and built integrated solution for Connected Home Repairs within UBIF network
• Rolled out new Field App to 3000+ technicians increasing efficiency by 15% in repair workflow and integration for sales channel for Home+.
• Implemented Change Management & Intake processes in UBIF

• · Led 7 person team in establishing SCM Strategic Initiatives & Portfolio Organization – Aligned the organization on process, tools, templates and decision criteria for prioritization across functions.
• · Delivered key initiatives for Supply Chain, Client, Product across resulting in over 25M of benefits.
• · Led team in design, launch and scale of new product for 2 largest customers – Vzw & ATT (Same Day Expert Setup)
• · Managed 12 workstreams during acquisition of UBIF to Asurion; integrating store / remote network within 90 days.
• · Decreased time to evaluate initiatives and overall project delivery execution by 35% resulting in additional capacity across business functions.

• · Dynamics (DAX) 365 Program Manager – Europe Region
• o Led 40+ global team in strategy, planning and execution of platform transition in 3 countries and 8 legal entities with zero business or client disruption.
• o Achieved global alignment across /SCM teams of over 75+ business processes, eliminating workarounds of over 50% of processes.
• o Created Global Training and Change Management Modules as basis for Europe End User Training and other subsequent regions.
• o Built data migration template and processes for use across Global Dax Transitions reducing risk and increasing quality.
• · Global Payroll Strategy & Execution
• · Defined 3 yr. Global Payroll Strategy that included vendor assessments, scorecard design, capabilities map, cost assessments and recommendations across all regions that directed the workplan for the corporation for 2017-2019
• · Japan Payroll Transformation – Led vendor / technology study to develop aligned strategy and implementation plan. across Asurion Japan Finance executives, Technology and Finance.
• · US / Canada Region – Payroll Program Transformation Lead – Led cross-functional team and vendors in planning and executing transition of all US employees to new payroll platform shifting from ADP to UliPro. This transition resulted in cost savings for the business, closing security issues and delivering on key requirements for alternate pay structures.

Directed Device Product Management activities to define and drive the roadmap and strategy of the Horizon Platform ($100M+ investment) which will fuel the growth and transition of the core Device Protection business of Asurion and its 285M+ subscribers. Responsibilities include analyzing market/client conditions, defining the product strategy, identifying capabilities / features, global alignment, designing great product /customer experiences thru product realization, and ongoing lifecycle management activities of the portfolio.

● Delivered Horizon Product Release 1, with strategic orientation, by pulling in 30% of the additional capabilities that had been originally planned for early 2015 by leading and providing strategic recommendation for Platform / AMX Gap assessment, while ensured financial adherence (under budget for in 2014 by 42%).

● Initiated and drove research as well as strategic recommendation / discussion that resulted change in Platform technology direction to result in 4x development capacity improvement.

● Spearheaded activities that resulted in Global Business Capability / Product Model, Defined framework, content, adoption and evolution of Business Capability and Product Model with Architecture by integrating into the daily planning and execution framework for Horizon.

● Built the revised Horizon Operating Model, in close partnership with Technology, resulting in true Agile / Journey team model. Reduced number of handoffs among teams by 70%, transitioned model from 25 part time business resources to 5 dedicated Product Owners. Defined rules of engagement, ceremonies, artifacts and drove improvements in tool for effective requirement mgmt. Coordinated training for BPO and support teams to facilitate adoption to the model. Improved Release Window from 12 weeks to 4 weeks resulting in capacity improvements.

Responsible for defining and developing both the competency as well as a new high performing team to lead planning and delivery of Product Initiatives.

• Built and led a team of 6 product managers responsible for product solution, design and service offer definition, go to market launch planning, lifecycle management of over $50M in value.
• Created and executed consistent processes including intake, evaluation, estimation, impact assessment, roadmapping, execution and measurement
• Defined SLA for response time for solution design, decision evaluation and scope definition which was measured at 100% over the course of the year.
• Completed over 10+ cross functional process improvements to drive effectiveness, efficiency and clarity of Enterprise Client Delivery Process and quality of in market Product.
• Developed a delivery strategy for all roadmaps, in partnership with Client Solutions and Product leaders to ensure quick execution once an idea or product has been sold-in and prioritized
• Established a resource management planning process and tools to drive investment decisions
• Enhanced portfolio reporting to provide the next level of detail on project business drivers, business impacts and investment decisions to support NAPR reporting

Directed and managed team responsible for delivery of technology and strategic initiatives for Asurion’s North American and corporate business units for handset protection and retail extended service contract products. Managed strategic client relationships to advise and execute on product development, technical implementations and sales support activities.

● Delivered 25+ client initiatives in 2009-2010 including Account Based Coverage, AT&T iPhone, Sprint iPhone, Secure Lock, Mobile Recovery, Netbook, Mobile Security, Enterprise Data Model, Verizon Trade In, Retail Client Launches (Best Buy, Sirius), and others.

● Launched first Tech Support product for Asurion - AT&T in 45 days from concept (now Protect Advantage with over 30M subs)

● Technical lead and product advisor to aid in sales activities for VzW MR, Sprint TEP as well as the delivery execution.

● Program Manager in key effort for TMO involving new program/pricing and re-launch of a new product for all 8.5+ embedded base. Drove cross-functional activities for financial analysis, strategic planning, contract execution, management and organization of the team internally and with the Carrier.

● Spearheaded defining program management and project management methodologies including technical delivery processes across 25 person team, creating development efficiencies across technology and enterprise, reducing time to market by 35%.

● Guided teams of 5-20 resources cross functional resources to plan, deliver and support over 30+ initiatives in 2009 on time and within budget.

● Managed multiple client portfolios and projects simultaneously in 2008 which involved 25+ program launches/changes and technical / strategic consultation for New Client/ Business contributing to company 30% YoY growth.

● Served as a principal resource between client, development team, operational teams (Care, SCM) and executive management in AOP planning processes and ongoing governance for Client Projects estimation and funding, representing IT from 2009-2011.

• Directed design and execution of business transformation initiatives to drive performance, profit optimization and growth opportunities.
• Drove strategic improvements to enhance operational and organizational efficiencies.
• Fostered work culture of collaboration and inclusion to increase morale and reduce turnover.
• Led development of business operation processes and policies.
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Accountable for managing team and driving P&L for professional services business unit as well as all end to end scope and delivery for client product initiatives within the commercial software arm or Equifax driving over $180M in revenue with 1500 customers.

● Directed, established, and maintained overall account relationship management of 50+ clients along with business development opportunities. Key clients included M&T Bank, Chase Card Services, Regions, Compass Bank, Boeing Credit Union. Retained 100% of clients during tenure of Delivery Director.

● Grew and managed high performing cross functional staff of 10 in the implementation, delivery, support, and overall project management of all client technology integration projects. Team was top performing professional services team (in revenue / margin) for 6 consecutive quarters.

● Responsible for the development and implementation of policies and practices for the IT Project Management Office (PMO) in support of defined business objectives.

● Directed SAS70 Type II initiative across organization involving re-defining 100% of all processes, policies and training as well as coordinating documentation for successful audit

● Responsibilities include Product Management (decision and credit risk applications for banking industry), Product Development, Implementation Solution Services, Consulting Services, Training Services, Support Services, and Hosting Services.

Managed staff of 8 and directed the delivery and ongoing support of software implementation and development for the lending industry, including training plans, performance reviews, personnel development, and resource scheduling.

● Responsible for all project management duties including project scheduling, oversight of the custom deliverable development / delivery, resource management, and associated revenue recognition.

● Accountable for business development, budget and revenue forecast for all team and client activities to drive P&L.

● Directed all client implementation and project management efforts, including client sales and relationship activities for 40+ assigned clients across 3 application platforms.

● Served as the Project Management / Delivery Manager Competency Lead and development of the PMO Office.

Change Management - TXU Corporation

• Directed and led change management initiative for the Market Operations, Settlements and Trading divisions at TXU Corporation (leveraged across 3 continents) as they structurally separated the energy delivery and competitive energy businesses to offer service in deregulated market in Texas. Initiative scope included regulatory changes, business processes as well as systems implementation and support in a highly matrixed and decentralized team.

Product Development & Market Solutions - TXU Corporation

• Instrumental in supporting TXU as market leader and largest provider in electricity and natural gas in TX through the deregulated energy changes in 2002 by leading product development team in defining solution / integration across 4 vendors to support a custom solution for TXU Competitive Energy Market.
• Delivered system 20% ahead of schedule, coordinated testing, go to market plans across IT and Business users in Trading, Market operations and Risk Management groups.
• Created performance management framework and reporting analytics to monitor performance and operational support for in market performance.

Business Process - New England - ISO

• Led Business Process Re-engineering initiative across the 3 Operations (Grid, Market and Power System Planning) that also defined the NE-ISO protocols for energy market restructuring of the region.
• Directed and facilitated large stakeholder workshops (30-50 participants) to find consensus on design issues resulting in over 50+ regulations
• Delivered recommendation for the Power System Planning Dept. and framework resulting in efficiencies of 40% in daily activities

ExxonMobil - ERP Inventory Management & Supply Chain Merger Program Mgr.

• Directed successful design/delivery of Supply Chain and SAP Inventory Management System to support Exxon Mobil Merger
• Managed $5M budget, 12 person work team across 5 multiple sites and business units; Implemented solution across 3 US Exxon Refineries, retired 12 legacy applications, developed transition plans, and conducted training with 100+ end users.
• Initiated and led efforts to Productize Inventory Integration Solution / Design by defining product marketing pitch, design, conducting review sessions, assisted in contract negotiations with the 3rd party vendor (Honeywell) during the application design lifecycle.
• Designed and developed training curriculum and package for rollout of new process data desktop applications used at all global Exxon Refineries during Process Data System Implementation; Managed team of 3rd party Honeywell Training consultants for the delivery and deployment of training to 4000+ users across multiple Exxon Refineries.

Manager - Global Information Systems

● Y2K Project Manager - Managed $2M budget/work plan in the coordination and successful migration of 40+ technical applications for Y2K compliance. Designed, planned and coordinated team of 15 analysts across multiple sites/units in order to meet Operational and Government Regulatory compliance.

● Exchange Migration Project Manager - Responsible for managing scope, budget, and implementation across 4 Exxon USA Refineries and 4000+ users of project of migrating mainframe email messaging technology to a client server based messaging system.

Process Engineer Crude Scheduler / Engineer – Responsible for day to day activities of scheduling and optimizing activities for 4th largest Refinery in the US to ensure quality parameters were met as well as driving efforts with suppliers to maximize profitability.

● Clean Air Act (CAA) Lead - Responsible for ensuring Exxon’s compliance with EPA CAA Regulation and changes. Accountable for translating legislation into requirements and implementation plan for the 4 US Refineries as well as served as lead developer for on-going support / system enhancements.

● Business Continuity / DR Planning - Performed and completed Business Continuity, Disaster Recovery Plan and Security & Controls Risk Assessment with internal and external clients for the Refining Technical and Governmental Regulatory Business Units which spanned 4 Refineries and over 100+ systems/applications.

Developed standards & updated Labor Routings/Sequence of Events for work centers in 5 facilities across Indiana. Responsible for work sampling study and recommendation for labor optimization utilized in the 1995 AOP / Capital Budget. Maintained and updated plant layouts (AutoCAD, Promodel) to correspond with facility and equipment changes.

• Developed requirements for UX design, system enhancements, implementation and training of UPS Automated Aircraft Flight Communications System.
• Delivered 3 releases over tenure that was implemented to 200+ aircraft making up UPS Air Fleet. Conducted research and interviews with pilots (end users), management, technical leads, and developers to define and design system functionality.