Mo Dastagir

Being part of this dynamic industry and being part of the C-Suite of a fast-growing company like Cresco Labs gives me an opportunity not only to build our Tech Platforms for our current needs but also determine what we will need in the next 12 to 24 months based on our immense growth. At Cresco Labs, I have responsibility for Technology and Data Platforms to meet our growing demands to be best in class when it comes to the Cannabis Industry. Key deployments in the 12-24 months include HR Platform, SAP ERP, Salesforce Sales and Service Cloud, Scale Cloud Infrastructure, Development of Strategic and Operational Analytics Capabilities, Various In-Store Technologies, Customer Loyalty Platform, Corporate Standards on Software / Hardware / Unified Communication / IT Security, Connected Services in Cultivation and Grow Facilities, Niche Warehouse Management and Distribution Technologies.

In this role I ran all the technology programs to drive growth into our Sears Home Services (SHS) Business. SHS is a highly profitable business at Sears and is a combination of various business units such as Repair, Parts, Franchise, Service Live and Connected Living. The Repair area is where we support all Home Appliance Repair Requests across the US whether the products are brought from Sears (and are under OEM Warranty or Extended Protection from Sears) or even if the products are not brought from Sears. The Repair business at SHS is the largest of its kind across North America and we run millions of events per year by using our 5000+ W2 Technicians (plus a few 1000 network technicians) that are stocked with parts inventory on our Sears branded vans. We use Machine Learning, AI, Deep Data Analytics coupled with our decades of Industry knowledge as distinct advantages to fix issues in the field and drive growth. We also run a very healthy Online Presence for our Repair Business. Check us out at www.searshomeservices.com We also repair we run a sizable online E-Commerce store for our Parts business where we sell parts to B2B and B2B2C format. Check us out at www.searspartsdirect.com The Franchise business allows us to provide our franchise owners market rights to use the Sears Customer base to provide services such as Carpet Cleaning, Duct Cleaning, Garage Door Installation etc.. We provide start of the art application services to our Franchisees so that they can grow their business. Service Live is our growing Online Marketplace that connects Buyers to service providers for various home services such as Plumbing, Electricians, Handyman, etc. We continue to grow this portfolio also provide an opportunity for other B2B Partners to white label our platform and connect to service providers. Check us out at www.servicelive.com

I joined SHS in 2015 to be part of the Executive team that was hired to transform and evolve SHS into a best in class service provider in the Home Appliance Repair and Home Services Space. My initial responsibility was to be a Champion of Customer Experience for SHS across our call centers and through our Online Channels. This opportunity provided me the experience that I needed to drive improvements into our Call Centers such as IVR enablement, data analytics on reasons for call, Improve Self Service Online and develop/improve Machine Learning & Decision science platforms to solve issues on the phone for our customers.

Part of the Roche Diabetes Care (RDC) Business Transformation Team responsible to carve out the Diabetes Care business unit into a stand-alone business unit. I was responsible for working very closely with the RDC leadership team and the RDC CIO to develop our transformation plans for deploying CRM, ERP, Office365 and various other enterprise level software platforms across many countries and geographies. Additionally, various infrastructure projects led us to move our datacenters into the public and private cloud environments.

In 2008, I was headhunted to join Novartis in Basel, Switzerland to be part of the Pharma Divisions IT Transformation program. The transformation was across many projects such as Application Rationalization, Data Center Consolidations, development of New Clinical Systems and movement of entire division of staff from Basel to Offshore location. I worked very closely with various department leaders and CIO’s to drive this transformation.

In 2005, I joined Amazon.com as employee number 3 at their Center in Hyderabad, India. I was part of the leadership team responsible to set up the new location and move functions from various locations in the US to India. I held various responsibilities at Amazon Hyderabad due to a true start up culture but the most significant ones were in running Amazon’s World Class Customer Service Team and being part of the Amazon’s Global Outsourcing Team where we rapidly brought onboard various partners to keep the pace with Amazon’s growth.

In 2003, I joined this start-up as employee number 5. I was responsible to transition and support Microsoft’s products such as MSN 9, MSN Messenger and various others. This was the first true experience of a start-up culture where the learning curve was steep and the fail fast method was put truly to the test.

In 2001, I joined as the first 100 employees at Deloitte Consulting to drive growth into the Revenue Cycle Management and Collections business. Here Deloitte was a leader in helping Hospitals and Medical Institutions reducing AR, reduce insurance claim rejections and improving their Bad Debt portfolio.