Mark Sherwood

• Led a global team of 1,200 FTEs and 600 contractors with a budget of $600M, responsible for driving the quality, performance and transformation of Wolters Kluwer’s internal technology infrastructure covering IT Operations, Workplace Technology, Cybersecurity, Architecture & Engineering Services, Network & Enterprise Systems and Business Relationship Management. Also responsible for driving operational excellence programs globally and providing corporate-wide standards to support Wolters Kluwer’s SaaS solutions. • Transitioned solutions to the cloud with a focus on containerization and multi-cloud support. Implemented an SD-WAN network across geographies by leveraging advanced technologies such as AI, natural language processing, and predictive analytics to drive further innovation and efficiencies. Standardized tools as they evolved, streamlined the technology infrastructure, and improved development processes through the roll-out of DevSecOps. • Key focus areas include infrastructure technology strategy and execution to support product development, while enhancing operational efficiencies. Tasked with bringing strategic thinking and thought leadership to craft a strategic vision for Enterprise IT and executing against that vision. Partnered with the divisional leaders, CTOs and the Executive Board. Simplified and consolidated the technology roadmap across the global enterprise. This included an assessment of current operations and validating/updating the roadmap with a focus on use of agentic AI across all teams.

• Following Microsoft’s acquisition of Nuance Communications, led Microsoft’s Infrastructure and Engineering Services (IES) global team of 500+ experts to design, build, and operate the corporate hybrid cloud and on-prem network infrastructure and platforms. Responsible for the company’s global network, data centers, servers, internal labs, storage, security, and operations, enabling Microsoft to deliver cloud services to customers and employees in a highly secure and reliant manner. • Provided connectivity solutions for remote workers and business partners for 650+ sites via a global network backbone, optical network, and long-haul external plant fiber optic infrastructures. Services included global Internet, Lab, Azure, BU network peering, and WAN and high-throughput optical network connectivity for high density corporate campus locations. • Harnessed AI to automate system refreshes, reduce human effort in global deployments, and strengthen the security and integrity of Microsoft’s intelligent corporate network.

• Led Nuance’s Global Technology Solutions organization, which included Information and Infrastructure Technology, Corporate Security, End User Services and internal and external Hosting operations. Team was 600 FTEs dispersed globally with a budget of $175M. Focus was to modernize infrastructure and optimize costs while leading a large digital transformation across the company. • Joined Nuance as part of new CEO’s direct team to transform the organization, which began as four separate divisions, into one company. Drove the sale of one division and the standup to a public company (Cerence) of a second division. • Led the company’s internal technology business transformation by driving the main business (Healthcare) to the public cloud, significantly reducing data center footprint and creating a private cloud which leveraged a Hyperconverged Infrastructure to modernize and reduce costs. Moved Nuance’s business applications to SaaS, including ERP, CRM, HRM, Intranet, Email and Office Productivity tools.

• Responsible for transformation of all global business applications, including the application strategy and architecture across all internal business functions. Led a team of 350 FTEs and over 100 contractors. Had direct responsibility for cloud-first application and services strategy for SaaS and Public Cloud. Focus areas were shaping technology and business strategy, making investment and priority decisions, reducing costs, negotiating and managing large vendor contracts and improving employee talent, commitment and morale. Led ERP, CRM, customer and partner facing applications, subscription platform, marketing and web, integration and analytics technologies.

• Over a 12-month period, insourced entire IT organization that had been fully outsourced earlier to HP. This required massive changes to skillsets, processes, staffing and capabilities. Hired over 500 new employees in this time period. Rigorous insourcing efforts reduced IT expenses by over $150M annually while making significant improvements to IT service offerings and business capabilities.

• Led Business Intelligence & Analytics within the organization. Role as a strategic enabler of Cisco’s business strategy was at the heart of Cisco’s transformational journey. Responsible for delivering a true decision-making advantage across the company and driving data policy and governance for key company performance metrics. Led Cisco’s Big Data strategy and provided business functions the ability to make better-informed, data-driven decisions.

• Led Unified Communications and Video Services organization, responsible for voice and video communication and collaboration strategy across the company. Team drove pervasive use of all technologies, solutions and services and maintained alignment with Cisco’s vision of collaboration across the enterprise. Team size was 175 across the globe. Frequent presenter at major industry events including Enterprise Connect, Collaboration Summit and Streaming Media sessions. Extensive end-customer experience and engagements with over 200 of Cisco’s main Enterprise customers via briefings in both presenting strategy and helping them achieve similar end results with their own collaboration strategies.

• Created Enterprise Release Management Organization to drive and coordinate planning, scheduling and execution of large, strategic, cross-functional initiatives across the company. Critical to the company’s performance, the major operational systems enabled employees and customers to carry out all business transactions.

• Led Engineering Operations for Cisco’s Chief Development Officer. Responsibilities included initiatives directed at improving quality, productivity, metrics, data mining, predictability and efficiency within Engineering. Intensive process integration, strong project management and innovative methods were key drivers for all programs.

• Led Platform engineering team in Remote Access BU and Voice Gateway Dial BU. Team responsibilities included ownership of all Voice and Internet OS features delivered on Cisco’s VoIP 5x00 series platforms. Owned development, test and sustaining teams. Business Unit revenue run-rate was over $1B per year.

• Responsible for vision, strategy and execution of all HW/SW product roadmaps, product development and system test for Digital Subscriber Line (DSL) Business Unit. Grew small immature acquisition into a fully functional development organization providing products and platforms for large Enterprise customers. Responsible for P&L, developed the Business Unit into a successful organization with a run-rate of over $800M per year.

• Built sustaining, integration and DevTest departments with multi-level support teams that reduced support burden on Product Engineering.