Kris Stam

Senior professional services executive with 15+ years of P&L ownership across large-scale systems integrator delivery organizations. Drives margin, utilization, and delivery governance: billable utilization from the mid-50s to the mid-70s and 10%+ gross margin improvement at C1, and 115% fixed-fee delivery efficiency at Presidio. Builds delivery frameworks, service offerings, and leaders, and serves as executive escalation authority for strategic customers.

Founding delivery leader at Vetted Portal, where 15 years of delivery practice is codified into a Claude-based operating system.

VP, AI Service Delivery at Vetted Portal (2026-05 – Present)

AI services consulting firm. Founding delivery leader for an AI services consulting firm. Established the delivery methodology, engagement frameworks, milestone billing structure, and client communication governance for all engagements, and serve as Engagement Manager and Project Manager on the firm's enterprise AI portal engagement.

• Codified 15 years of professional services delivery practice into a Claude-based operating system: 36 prompts, 11 skills, and 15 templates covering project intake, weekly health reviews, scope drift and schedule risk, change control, enhancement commercial treatment, milestone acceptance, phase and release gates, AI governance reviews, and portfolio and budget rollups. Outputs are source-grounded with citations and confidence levels.
• Authored the hybrid PMBOK/Agile governance package that defines how AI work is scoped, reviewed, signed off, and escalated.
• Hold scope integrity: conflicts are logged, and scope or cost changes are documented before anyone agrees to them.
• Maintain on-time billing milestone achievement through signoff and billing terms agreed at kickoff, with executive sponsor approval.

Vice President, Professional Services at C1 (ConvergeOne) (2025-04 – 2026-05)

$1B+ global systems integrator, PE-backed. Joined C1 ten months after it emerged from Chapter 11, when the organization was staffed for $2B in revenue while running at $900M. Led a right-sizing effort first, then rebuilt trust with clients and Sales before the operational improvements were possible.

Owned the $65M professional services P&L across a 100+ person organization covering networking, data center, security, structured cabling, and physical security, and governed delivery across practices that included managed services.

• Delivered 10%+ gross margin improvement year over year through delivery governance, SOW discipline, and pricing and margin controls.
• Drove 20% billable utilization growth year over year, recovering from the mid-50s to the mid-70s, through utilization and time data analysis to find anomalies and inefficiencies, workforce planning, capacity forecasting, and right-sizing.
• Designed and institutionalized delivery frameworks, SOW governance standards, scope change controls, escalation protocols, and performance metrics across a globally distributed organization (North America and India).
• Managed leaders of leaders with accountability for hiring, development, performance, and career pathing; built hiring plans, role profiles, onboarding programs, and succession plans, and oversaw IT recruiting strategy.
• Served as executive escalation authority for complex engagements across healthcare, higher education, SLED, and enterprise, including intervention on $1M to $6M programs with large universities and major healthcare systems.
• Built workforce plans covering hiring, skills development, and certification programs to align team capabilities with business growth.
• Implemented scalable processes, reporting, and infrastructure to improve delivery quality and organizational efficiency.
• Managed the SI and subcontractor co-delivery ecosystem with SLA accountability, and strengthened third-party provider relationships to add delivery capacity and cost efficiency.
• Worked with Sales and internal teams to reduce reliance on third-party contractors and the number of contractors in use.
• Participated on the offer development team, helping build the services around new offers and preparing Professional Services to deliver them.
• Supported Sales on strategic deals by providing delivery assumptions, SOW review, and resourcing guidance so commitments were viable and profitable.
• Led the ITLS team: Chromebook and Windows laptop imaging, warranty break/fix, Tier 1 rack and stack, and data center cabling installation.
• Authored a business case for growing the structured cabling and physical security business that showed a $100M+ incremental revenue opportunity.
• Partnered with Sales, Practice Directors, and PMO to deliver complex engagements on time and on budget, and with Finance to forecast revenue and manage budgets.
• Set Professional Services strategy in alignment with executive leadership and corporate growth objectives.
• Maintained strong transactional NPS through escalation management and executive-level client engagement.

Director, Professional Services at Presidio Network Solutions Group (2021-06 – 2025-04)

$6B global systems integrator, PE-backed (CD&R). Inherited a commission structure that had just shifted from booked to actual delivered margin, creating friction across Sales, Engineering, and Project Management. Built the accountability infrastructure that made the new model stick: post-mortems on every engagement, engineer and PM compensation metrics tied to delivery performance, and mandatory PS review of every SOW before signature.

• Ensured the delivery team followed engagement methodology and project success practices, sustaining 115% fixed-fee delivery efficiency over four years through delivery governance, SOW standards, and quality controls.
• Led a team of Professional Delivery Engineers across Data Center, Enterprise Networking, Mobility, Security, and Collaboration.
• Owned the regional PS P&L across North Central (MN, WI, MI, IL) with accountability for margin, utilization, forecasting, and delivery performance.
• Increased regional billable utilization by nearly 10% through capacity management and engineering resource scheduling.
• Rebuilt delivery teams in the Detroit and Grand Rapids territories through recruiting, development, and retention.
• Built and developed delivery leaders; a mentored engineer was promoted from individual contributor to Managing Consultant.
• Developed and maintained technical expertise within the service delivery team.
• Led and motivated delivery teams to sustain high performance and customer satisfaction.
• Recruited and retained Managing Consultants and Senior Consulting Architect team leads in each practice area and set practice improvement goals with them.
• Partnered with the Area Vice President and Territory Sales Director on regional revenue, growth, and profitability goals.
• Worked with the regional PMO to keep engineering schedules accurate and prevent overbooking by project managers.
• Ensured accurate, complete, and on-time engineering and project management time reporting across the region.
• Maintained visibility into services performed to hold customer satisfaction high across all delivery.
• Communicated regularly with each team member, giving feedback and guidance and taking it in return.
• Served as executive escalation authority and senior relationship owner for complex engagements, and as single point of contact for regional Sales on services delivery, and supported Sales and pre-sales teams in business development efforts.
• Enforced SOW scoping discipline and margin protection on fixed-price engagements, and oversaw proposal review and approval in partnership with Sales and pre-sales.
• Managed the SI and partner co-delivery ecosystem across enterprise and SLED verticals.
• Identified new business opportunities with Sales and controlled expenses across the region.

Western Governors University B.S., Business, IT Management, 2019

Davenport University A.S., Business Management, 1997