| Proudfoot ConsultingProject Manager2006 to Present | · Improved sales execution process and demand generation process, provided Executive Management with solid planning and operational tools to drive the company’s new business sales growth. Results: Increased new business sales revenues by 21.3%, $29.3 million annualized over the previous year.· Developed and installed stage gate New Product Development (NPD) process that effectively managed the product development cycle from initial idea inception through release. Results: Reduced the time for new product introductions by over 50%.· Installed highly effective Management Operating System (MOS) and behavioral drivers that enabled firm to effectively meet customer order schedule. Results: Significantly improved schedule attainment from 62% to 94% in a three month period. |
| E. Olmstead Inc.President2005 to Present | · Implemented a consistent weighted Sales pipeline process across North America, EMEA and APAC for a $500 million software and services firm. Developed training, Key Performance Indicators (KPIs) and a Sales MOS. Results: Improved sales performance and sales predictability and increased revenues by $7.4 million over comparable quarter.· Developed go to market strategy, business vision and internal business controls for web-based dental spa start-up firm. Results: Generated immediate revenue growth in previously untapped areas from dental spa consulting and product sales. Built solid foundation for cost controls and financial reporting. |
| Celerant ConsultingAssistant Project Manager2001 to 2005 Celerant Consulting continued | · Restructured Customer Service organizations in both the US and EMEA utilizing Six Sigma methodologies aligning both organizations with Sales, Marketing and Technical Services to more effectively support a complex technical sales environment. Results: Implemented product and customer profitability programs, improved productivity through streamlined (globally consistent) processes that increased productivity and reduced costs by $1.5 million annually · Developed a partnership between Sales, Marketing and Operations for software firm that resulted in the redesign of the post-sales maintenance service contract renewal process. Re-engineered process, facilitated agreement between groups, spearheaded installation and implementation. Results: Increased service revenue by $9.6 million within first quarter. |
| NexteraSenior Consultant1997 to 2001 | · Developed Customer Service strategy for distance education start-up and facilitated strategy implementation that included procedure development, Information Technology tool selection and outsource partner acquisition. Results: Implemented state-of-the-art Information Technology and facilitated a long-term relationship between the client and the outsource partner.· Performed operational study of consumer products firm’s international supply-chain. Graphically demonstrated the need to synchronize Far East, EMEA and North American suppliers, the distribution network and customers in terms of information, product, cash and workflow management. Implemented. Results: Improved cash flow over $1.5 million and an immediate 54% cash-to-cash cycle improvement. |
| Choice LogisticsNational Service Manager1995 to 1996 | · Established start-up Third Party Logistics (3PL) firm. Demonstrated an in-depth understanding of client issues, requirements and needs in support of pre-sales efforts. Developed relationships with key executives. Results: Doubled revenues in 1-year |
| Storage Technology Corp.Customer Service Operations Manager1993 to 1995 | · Led organizational merger consolidation, removed ineffective layer of management and flattened the organization. Trained, coached, mentored, and facilitated ‘self-directed’ work teams. Installed a complete suite of software applications. Results: Reduced costs by 44%, $6 million annually, improved service levels to over 98.5%, and efficiency by over 50%. |
| Zenith Data SystemsCustomer Assistance Center ManagerBusiness Analyst1990 to 1993 | · Restructured a warranty claims payment process. Led a team of executives, managers and IT professionals in creating an in-warranty validation system that produced a 6-month project ROI. Results: dropped claims by 35%, generated $1 million in revenues and improved bottom line profits. |
| Wang LaboratoriesField Logistics ManagerLogistics Analyst1978 to 1989 | · Led field service organization – supporting 15 branch offices and over 1,000 field service technicians - to the highest On-time In-Full (OTIF) service levels in world-wide operations. Results: Improved service levels from under 50% to over 98.5% and inventory accuracy from under 60% to over 99% and reduced inventories over a four-year period by 80%. |
