Customer Service Sales
Resume:
Randy Townsend ***** Laurel Grove Drive
Alpharetta, GA 30004
********.*****@*****.***
Professional Services and Customer Service Leader
Experienced Leadership Executive, with strong operations focus
PROFESSIONAL SUMMARY
> Accomplished senior executive with substantial experience in
Professional Services and Customer Service operations
> Ability to drive revenue growth in Software, Consulting Services and
ongoing Customer Support
> Excellent customer relationship management skills
> Strong background in traditional perpetual software, managed services
and SAAS models
> Track record of attaining superior customer satisfaction scores
> Reputation for developing sense of loyalty and commitment amongst
employees
> History of consistently exceeding financial goals
> Ability to build partnerships with other functional areas
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CAREER HIGHLIGHTS
Oversight Systems
August 2008 - Present
Position: Vice President of Customer Services
Oversight is a startup company, founded in 2003, with product hitting the
market in 2007. In May 2008 Oversight signed a significant agreement with
the Department of Defense, which "put the company on the map", which
created the need to bring someone on in my position.
. Responsible for all aspects of Professional Services, defining sales
approach, building our implementation methodology, creating structure and
staffing models, managing partners, and financial performance.
. Managed Services/Customer Support - Over half of the company's revenues
are derived from the Managed Services business. When I joined the
company there was no Managed Services organization, over the past year we
have built out the business model and staffed all positions. We provide
Managed Services for several Fortune 100 customers.
. Account Management - Developed an Account Management program to focus on
(1) ongoing customer satisfaction with key customers, (2) extending the
"footprint" of Oversight within existing customers, and (3) back selling
additional opportunities in the customer base.
. Customer Lifecycle Strategy- Developed an approach to enable Oversight to
have strategic (executive) level conversations early in the sales cycle,
position an ongoing business process to ensure that the customer is
getting substantial value from our solution, and creating an agenda that
keeps us in from of the executive levels, allowing us to maintain an
executive presence within the customer.
Verint (acquired Witness Systems May 2007).
April 2003 - July 2008
Position: Held several positions during my tenure at Verint (Witness):
Vice President of Professional Services, Vice President of Customer
Support, Vice President Operations (consist of Services and Support), Vice
President of Product Readiness, and the Vice President of Customer Service
- OEM Group
. Full P& L responsibility for Pre-Sales, Professional Services, Training &
Education, and Customer Support
. Manage headcount of 150+ people, 20% of company employee base
. Revenue/Bookings Responsibility
o Pre-Sales $80+m/year
o Customer Support $60+m/year
o Professional Services & Education $20+m/year
. Geographical responsibility for the Americas
. Moved Professional Services into the Sales Cycle, making it a competitive
asset
. Developed Professional Services strategy, methodology, staffing models,
and sales model
. Organized Customer Support in order to enhance customer relationships -
major revenue driver for the company
. Developed Strategic Customer program to drive "high value references" in
high profile customers
. Revamped Customer Education to provide more value-add to the customer
. Met and exceeded revenue goals every quarter, first person in company's
history to accomplish this level of consistency
. Increased margins by more than 70%
. Played significant roles in two acquisitions, responsible for integrating
operations of acquired companies into Witness
. Managed Operations for the OEM group, group was at risk of losing major
OEM partner, after a year of focused attention, OEM partner named Verint
as partner of choice and all but eliminated competing partners.
The NetCommerce Company (Company was purchased by WebTone in February 2002)
2000 - 2003
Position: Chief Operating Officer for NetCommerce, title at WebTone was
General Manager for Insurance
. Joined the company as Senior VP of Services, promoted to COO by the Board
. Restructured company, company was forced into a turn-around operation due
to lack of funding.
. Presented company to venture capital and investment firms.
. Raised an additional $4 million.
. Managed the product development to a successful release 1.0 of the
product.
. Made incremental sales during as the company was in the downturn.
. Drove the sale of the company to a leading CRM vendor in the Financial
Services sector.
. Managing the transition of the company in the new environment.
PeopleSoft (as a result of selling TeamOne to PeopleSoft)
1997 - 2000
Position: General Manager, PeopleSoft ASP Business Unit
Vice President, Select Division Customer Service
1. Start up new division offering ASP services, staffing, planning,
building out data center, marketing, in essence all activities in
launching a new business.
2. Personally responsible for initial sales, developing value proposition
to encourage customers to participate in the launch of ASP business unit.
3. Built rapid deployment packages for the Middle Market.
4. Developed partnerships with major hardware vendors to assist in funding
business launch.
5. Opened 8 implementation centers around the country, capable of
supporting 32 simultaneous implementations.
6. Start up new division focused on the middle market. Middle market
defined as customers up to $250 million in annual revenues.
7. Developed Services Packages as Standard Offerings
8. Developed Skills, Practice Management, and Consulting Practice Education
Programs
9. Developed and Established Partner Program
10. Division produced $50 million in its first year.
11. Responsible for relations with industry analyst.
TeamOne, LLC
1996 - 1997
Position: President
12. Founder of this start-up consulting organization. Responsible for all
start-up activities.
13. Opened regional offices across the U.S. and in Toronto.
14. Responsible for business development, including sales and new partner
development.
15. Company grew to over $8 million in sales annually. Sold the company to
PeopleSoft, at time of sale company had 40 employees.
16. Company was profitable on both a cash and accrual basis as of July
1996.
Dun & Bradstreet Software
1990 - 1995
Position: Vice President of Professional Services
17. Responsible for strategy and execution for consulting and education in
the Americas Theater of Operations. The services organization consisted
of over 300 consultants and 100 education professionals. Primary
responsibilities were (1) to define and communicate the services strategy
for D&B Software, and (2) manage the financial performance of the
Americas services organization.
18. Increase productive utilization of consulting by 15 percent.
19. Established a global network that identified services needs and
opportunities, placed the appropriate resources to fulfill those needs.
20. Established new training programs to quickly train consultants on new
client server technology and to enable them to service new customers.
21. Completed the definition of an implementation methodology for client
server based systems.
22. Jointly developed service offerings with business partners to
strengthen D&B Software's delivery capability.
23. Reorganized field services operations to more closely align the
regional consultants with regional operations.
1990 -1994
Positions: Director of Strategic Operations
Director of Performance Excellence
24. Served in each of the above positions simultaneously. The Director of
Strategic Operations dealt with pursuing customer related opportunities.
The Director of Performance Excellence dealt with providing the planning
and architecture function for internal systems and the reengineering of
internal business processes.
25. Developed the services methodology, training materials, and rollout of
the methodology.
26. Shifted the Professional Services Organization (PSO) from an hourly
billing basis to that of deliverables based pricing. As a result
increased the realization rate of PSO by 25 percent.
27. Involved with the positioning, selling, and delivery in 90 percent of
the million dollar plus engagements.
28. Responsible for defining the services offerings of the PSO
organization. With an emphasis on strategic services - those services
that lead to larger opportunities once delivered to the customer. For
example, one service averaged follow on sales of seventeen times greater
than the fees for the service itself.
29. Responsible for defining the project management and engagement
management methodologies. This also included the development and
delivery of initial training classes.
30. Defined a relationship selling methodology that was adopted by the
field sales force.
31. Responsible for preparing the field for the introduction of a set of
new products developed on a new technology platform (client-server).
This included:
32. defining the services required
33. defining the methodology, strategy and pricing requirements for a
new market being addressed by the new technology
34. defining the training required
35. responsibility for the first series of beta implementations
36. Responsible for the development of an Information Systems Strategy for
internal systems.
37. Planning, budgeting, and management of internal systems. Department
had a forty-six million dollar budget, with 166 employees.
38. Responsible for leading the reengineering efforts of internal business
processes. This involved the defining of the reengineered vision and
development of implementation plans to realize the vision.
Ernst & Young
1984 - 1990
Positions: Senior Manager, Manager, Advanced Consultant
39. Responsible for mid-range technical consulting in the Southeast Region.
Teledyne-Lewisburg
1982 - 1984
Positions: Programmer/Analyst
40. Responsible for all manufacturing applications. This was a new plant
start-up. At the time this plant was the most automated commercial
manufacturing facility in the world.
Joy Manufacturing
1977 - 1982
Positions: Programmer/Analyst, Master Production Scheduler, Shop
Dispatcher, Materials Expediter, Parts Sales Clerk
41. Held the above positions while attending college on a full time basis.
42. Assisted in the implementation of MAPICS throughout the plant. Plant
had no automated systems previously. Participated as a user in each of
the application areas, then moved into data processing and was trained as
a programmer/analyst.
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EDUCATION
Birmingham Southern College: Bachelor of Arts with a double major in
Business Administration and Accounting.
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