Guy Lardieri

** **** ****** 908-***-****

Annandale, NJ 08801 acuxgm@r.postjobfree.com

Proven executive with 30 years of broad and diverse experience leading organizations to produce bottom line results, including $1.5B P&L responsibility of a national service organization. Strong operational background having held a VP of global operations position for a $4B company with responsibilities for manufacturing, distribution and logistics, quality/customer satisfaction, engineering services / product cost reduction / NPI, global purchasing for both direct & indirect materials and customer service including billing and accounts receivables. Expertise in leading business transformation and strategic initiatives. Possess strong analytical skills as well as the ability to drive results producing actions. Exceptional interpersonal skills, articulate and persuasive in written and verbal presentations with all constituents. Track record for exceeding objectives, turning around organizations and positively impacting revenue and profit streams.

Principal Consultant, GML Management Consultant 2012 – Current

Lead multiple engagements in a wide range of disciplines. Worked with and through customer’s resources to optimize operational effectiveness in areas ranging from sales productivity & go-to-market strategy to inventory management and rationalization. Unique hands on and personal style highly valued by clients.

AVAYA, Basking Ridge, NJ 2002 – 2011

Vice President Service – North America 5/2009 - 10/2011

Responsible for $1.5B P/L for North America region with Maintenance, Professional Services and Managed Services lines of business and support functions including Account Relationship Management, Marketing, Offers and Deal Management for both direct and indirect channels. Also responsible for service programs for business partner channel including on-boarding, training and certifications.

Improved Gross Margins by 10% to ~65%

Launched new support offer that achieved a 95% + renewal rate on existing maintenance agreements including co-delivery elements with business partners

Reorganized field resources to improve market coverage resulting in improved revenue and customer satisfaction

Implemented integrated deal review process that improved deal profitability by 18%

North America theater awarded JD Powers award for customer service excellence for 2 consecutive years

Key leader in the successful merger and integration of the Nortel business

Vice President Services, Global Channel & Operations 3/2008 - 4/2009

Responsible for global operations as well as leading the transformation of Avaya’s direct service business to a multi-channel business. Transformation involved defining and implementing an entirely new business model with all the associated elements.

Led global cross functional team to define all business requirements to transform direct service business to co-delivery business while achieving all financial targets of revenue and margin

Created new training and certification programs for channel partners to ensure meeting customer requirement

Led effort to develop and implement new partner recruitment and on-boarding programs resulting in increase of active channel partners by 15%

Established new channel governance structure inclusive of all partners and recognized and rewarded high performing partners

Created new offers and pricing structures to optimize profitability for both Avaya and partners

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AVAYA, Basking Ridge, NJ continued 2002 – 2011

Vice President Services, Global Operations 11/2007- 4/2009

Responsible for integration and coordination of various lines of business on a global basis. Scope included both market facing resources as well as back office functions. Key elements included simplification and integration of all offers and pricing.

Increased attach rate of services by 10% on a global basis

Reorganized and cross-trained market facing resources to achieving a 22% increase in market coverage

Reorganized and consolidated back office resources to achieve a 14% reduction in resource requirements

Implemented new measurement and management systems to drive improvement in the customer experience with consistent global metrics

Vice President Global Business Architecture 5/2005 - 10/2007

And Strategic Programs & Initiatives

Executive leader responsible for the global business transformation of the entire company as well as all strategic initiatives including integration of acquired companies. Scope included all elements of business architecture: process, systems, organizational structure, training & education, management & measurement systems, customer experience and change management.

Defined new “Blueprint” and implementation roadmap for the “Business Transformation” of the global company

Prioritized and managed $300 Mil + Investment budget including all IT investments

Led multiple global initiatives that delivered value financially, operationally, and improved customer satisfaction

Delivered technology roadmap including deployments of Siebel, SAP, Ariba, Sevigistics and other applications

Led team that deployed ecommerce platform

Senior member of team that integrated Tenovis, a European acquisition

Implemented global project office with consistent standards and scorecards resulting in over 80% of projects being delivered on time and on budget

Developed & deployed a “Change Management” construct to ensure successful adoption of implemented changes

Vice President Global Operations 2/2002 - 5/2005

Formed new Global Operations organization that consolidated multiple functions across different reporting structures with over 2,500 associates. Responsible for manufacturing, distribution and logistics, quality/customer satisfaction, engineering services/product cost reduction/NPI, global purchasing for both direct & indirect materials and customer service including billing & A/R.

Improved delivery performance by 55% across all theaters and channels and reduced inventories by 26%

Consolidated and streamlined organizational structures resulting in 37% reduction in headcount

Consolidated 7 customer care centers into 2 while improving customer satisfaction by 25%

Achieved a 12% reduction in product cost and 18% reduction in indirect costs through improved purchasing practices and systems

Reduced A/R balance by 34% installing best in class collection processes, eliminated errors & high past dues

Created a performance culture throughout the organization that resulted in retention of +95% of top performers as well as a 40% improvement in employee satisfaction

Proudfoot Consulting, West Palm Beach, FL 1984 – 2002

Expanded business for Proudfoot, a subsidiary of Management Consulting Group (MCG), PLC operating on five continents. Lead consultant on business optimization programs for Global Fortune 500 companies. Ran full business lifecycle with emphasis on modeling operational aspects of global organizations to achieve competitive advantage.

EVP / Partner - Business Development & Analysis 1998 - 2002

Won and delivered over $200M in manufacturing, healthcare, mining, telecommunications, insurance and retail industries. Achieved 80% repeat business in North America

Vice President Operations 1990 - 1998

Responsible for sales and marketing, operations, staff development, service, supply chain & logistics optimization, production control and manufacturing excellence, change management, process re-engineering, and project P & L

Director of Operations 1984 - 1990

Responsible for the delivery of engagements focused on operational excellence. Clients included manufacturing, mining, banking, food processing, field service delivery, transportation & logistics, and pharmaceuticals

Education

B.A. Economics, Lafayette College, Easton, PA

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