From 7% to 39% gross services margin

I held full P&L and operational accountability for the strategic vision, commercial growth, and global delivery of NTT's Tier-1 Cybersecurity, Data Center, and Enterprise Networking service portfolios. The business delivered consulting and recurring managed security services to Fortune 500 enterprises.

At a 7% gross services margin, the business was working hard for very little. Every new deal added revenue, but not much else.

A 7% margin is not a sales problem. It is a design problem: how you price, how you staff, and how you deliver.

Lift margin dramatically without starving growth or damaging service quality for demanding enterprise clients.

Fix project delivery slippage and uneven consultant utilization across international borders.

Shift a reactive support culture toward proactive, higher-value services.

Lead a multi-disciplinary organization spanning pre-sales, delivery, consulting, and support.

I directed the $350M global P&L and led the turnaround end to end. My organization included pre-sales Solutions Consultants, engineers, project managers, client-facing Risk and Security Consultants, and second-line leaders (Solution VPs and Commercial VPs) reporting to me.

Redesign the structure

I restructured how the services business was organized, aligning teams to how clients bought and consumed services rather than how the business had grown over time.

Standardize delivery governance

I standardized resource management and project governance across international borders, creating a global delivery blueprint that virtually eliminated project slippage and maximized consultant utilization.

Fix the commercial engine

I redesigned commercial practices, from solution scoping and proof-of-concept delivery with sales leadership to pricing discipline, so that margin was designed into deals rather than hoped for after signature.

Move from reactive to proactive

I shifted the service-delivery model from reactive support to proactive threat hunting, which raised the value clients received and deepened relationships.

Govern the delivery ecosystem

I directed vendor and offshore or nearshore delivery-center relationships, embedding service-level governance into the global delivery blueprint.

Gross services margin 7% to 39%

Through structural, governance, and commercial redesign.

Churn down to 3%

An all-time low, driven by the move to proactive threat hunting.

Slippage virtually eliminated

A standardized global delivery blueprint and maximized utilization.

Market share expansion

Growth across all enterprise go-to-market segments.

Margin is designed, not discovered.

Pricing, staffing, and delivery model decisions set the ceiling long before a project starts.

Proactive service retains clients.

Clients stay with partners who find problems before they do.

Standards set people free.

Common governance let talented teams spend their energy on clients instead of reinventing process.