CRMpeople.com

Presents

Resume 763.

Responsible for customer satisfaction in defining and delivering real-world customer, channel and operational strategies as well as the supporting tactics. This includes root cause and issue identification, scenario and ROI analysis, and delivery of solutions within the areas of CRM, supply chain, new product development, and infrastructure.

• Reporting directly to the CIO and CEO, responsible for redefining, restarting, and managing the CRM transformation program for this $400M software provider to the chemicals and petroleum industries. Direct responsibility for a $10M per annum budget, leading an internal staff of 7 business analysts and 3 project managers along with a consulting team of 12 (Accenture and Oracle). All projects delivered within budget and on-time.
• Specific Accomplishments:
• Defined the customer strategy and corresponding channel focus for Aspen
• Defined the CRM vision for Aspen Tech, established the "CRM roadmap" and defined the benefits case for the overall CRM program.
• Documented the first Customer Experience analysis for Aspen Tech
• Led effort in SMS contract renewals to accelerate potential revenues of $17M, $3M collected to date
• Implemented new integrated leads management process, collected over 1400 leads at recent company event, far exceeding senior managements expectations
• Defined and implemented new integrated forecasting process
• Implemented SalesLogix Campaign, Opportunity, Forecasting, Activity, Account, and Contact modules
• Defined functional and business requirements for Oracle 11i CRM Support and Contracts roll-out

• Led project to reengineer the Adverse Event reporting process for a major US pharmaceuticals company. Responsible for client relationship management and project delivery. Efforts defined as-is process, vision for the new process, and a to-be process based upon pull-system principles.
• Led the effort to establish a business partnership between a large CRM professional services organization and the call center analytics and voice recognition solutions provider of a large telecom infrastructure company. Efforts included defining the value proposition, establishing ground rules for a pilot, and laying the groundwork for an initial contract.

• Acted in VP role as the senior executive for AristaSoft’s revenue management team in the Eastern region. Responsible for supporting new business development, providing thought leadership on the go-to market strategy, service offerings, and on managing the ongoing customer relationship with client executives. Service offering included infrastructure strategy, implementation and integration, ongoing hosting and helpdesk services, and consulting services.
• Key contributor in building contracted revenues from $4M to $13M. Led the team to more closely align customer’s strategic business needs with systems and infrastructure. Increased Boston area customer satisfaction by 20% in only 6 months.
• Direct management responsibility for Account Management personnel, indirect responsibility for sales team. Operational responsibility for AristaSoft’s northeast facilities including personnel, budget, and cost management.
• Representative customers included: Juniper Networks, Avici Systems, and Photonex
• Software packages included JDEdwards, Clarify, Agile, WebMethods, Crystal, Longview

• Led a large team in defining the CRM strategy of one of the world’s largest airlines. Analyzed and defined the existing customer experience, developed a clear overview of the future desired experience, and defined targeted initiatives to logically transition to the future state across all operational areas by targeted customer group. Total account sales totaled $21M.
• Program manager of a strategic reengineering initiative to define the CRM strategy for and enable the "Customer Development" vision of the largest direct tele-marketer of insurance and membership services in North America. Efforts were a key component in enhancing the value of this division for spin-off. Total contracts with this client exceeded $24M

• Led a team in defining an overall project approach and plan to implement a service to sales and cross/up sell capability to the service centers of a large Insurance provider. This effort included analyzing and defining the capabilities required to enable service to sales within the client environment including licensing, training, infrastructure and process improvement.
• Representative clients included: Prudential Financial, JCPenney Direct Marketing, and American Airlines
• Software packages included Clarify, e.Piphany, Siebel, OracleDB, Unica

1996-1999 Manager

• Project manager of a strategic reengineering initiative to reduced order to delivery time of a large division of one of the worlds largest manufacturers of aircraft engines from 120 days to 60, established target of 30 days Established and led integrated program to enact and embed change within the organization. Efforts included defining the new growth strategy, analyzing existing global supply chain processes, establishing demand based forecasting and scheduling process, and initiating rigorous market facing business planning. Direct program accountability for ongoing SAP implementation effort, responsible for coordination of business process improvements with SAP blueprinting and realization.

• For one of the worlds largest retailers, led a USA, Hong Kong, and Florence, Italy based team of over 40 clients and consultants, as project manager of an effort to restructure the product development process to be more customer facing. Redesigned the product development process to include rigorous customer driven planning and realigned the overseas and US based sourcing organizations to mirror product demands. Developed a comprehensive rollout and risk mitigation plan for implementation. Led a global AT Kearney/client change management effort to introduce to and educate senior executive staff in the new process

• Led a New Zealand city government client team to reengineer customer service functions. Fully defined and streamlined the new service delivery process, re-engineered that process to be more customer focused, and integrated the new process with the rest of government operations.
• Led a team to identify opportunities to leverage customer information for a large petroleum retailer. Assessed existing capabilities, analyzed strategic and operating goals, customer buying behavior, and marketing and merchandising plans. Delivered a concise plan to achieve their business goals. Developed program to increase awareness of customer demographics, assisted in development of targeted customer profiles and selling approaches. Developed frequent customer rewards program
• Co-managed a team in conducting systems functionality definition for an integrated top-down / bottom-up planning and inventory management system for a major apparel catalog retailer. Oversaw RFP process and selection process, performed a gap analysis of current capabilities vs. functional requirements. Redesigned the planning process to coordinate and control inventory purchasing according to planned demand
• Conducted a complete supply chain analysis of a major direct seller of apparel. Analyzed inventory management, planning and control practices, and operations from purchasing to fulfillment. Also performed an in-depth analysis of product, process, and information flows
• Representative clients included: Rolls Royce PLC, Federated Department Stores, Staples, and General Motors

• Worked directly with the COO of a large jewelry manufacturer to identify operational problem. Defined and staffed internal projects, and researching and selecting an air filtration system to reduce hazardous air born particulate emissions and meet OSHA requirements.
• Researched, selected and installed a complete PC-based systems solution for a retail manufacturer of custom framing. Addressed inventory management, AR, AP, GL, and production scheduling and control.
• Responsible for all client-level marketing and sales, project development and management, presentations, deliverables and billing

• Led a business process re-engineering effort within the distribution area of a large jewelry manufacturer. Analyzed inventory management and control practices, redesigned product flows, matching physical plant layouts, and roles and responsibilities. Defined new guidelines, procedures, and systems requirements.
• Led a project team of client engineering staff to institute a Group Technologies system within their existing products. Addressed full parts breakdowns, part kitting, pilot manufacturing, and finite scheduling
• Performed an in-depth analysis of the existing information systems of a jewelry manufacturer including their existing processes and business needs. Produced and reviewed of an RFP to identify candidate systems, selected a new vendor-based systems solution for implementation.

• As lead mechanical engineer, selected and implemented a CAD/CAM solution to support rapid prototyping and to integrate the engineering development process with manufacturing. Led a team to improve engineering documentation standards while serving as a quality area facilitator. Aided in streamlining manufacturing and plant re-layout.

• Master of Business Administration
• Concentration in Operations Management and International Business

• Bachelor of Science in Aerospace Engineering, Minor in Mathematics
• Concentration in Engineering Design and Product Development

Karate (brown belt), skiing, softball, tennis, science fiction, a challenging puzzle, and a good game of golf. Interests in foreign travel, East Asian and European cultures and German language studies. Active in home improvements, rollerblading and ice hockey.