Project Manager Customer Service

KEVIN CARLY

*** *. *** * ( Springville, Utah ****3

801-***-**** ( *****.*****@*****.***

Mr. Carly is a 19 year veteran IT and Service Delivery business leader who

effectively combines vision, team building and execution to deliver client-

driven, enterprise results. He has a proven history of building, uniting

and motivating staff behind corporate objectives to form cohesive teams of

highly skilled personnel capable of executing plans and exceeding

expectations. Mr. Carly also has an extensive track record of improving

client satisfaction and developing and executing upon cost-cutting

initiatives.

Service Delivery ( Governance, Policy & Procedure Improvement ( Team

Building ( Stakeholder Relations ( Employee Development & Mentorship (

Process Improvement ( Business Architectures ( Systems Integration (

Executive Communications ( Business Development ( Client Relations and

Support ( Issue Resolution

PROFESSIONAL EXPERIENCE

DEALERTRACK, South Jordan, Utah ( 2009-Present

Industry-leading provider of ERP-like SaaS system upon which automotive

dealers operate their business.

Sr. Manager, Client Services

Organized organic, dis-associated service desk operations into a highly

effective, process-driven service delivery team. Implemented culture-

changing thought leadership and results. Created partnerships with

DealerTrack clients to facilitate and sustain long-term relationships.

. Increased customer satisfaction by 10 percentage points in less than six

months through formalized process and organizational change.

. Increased effectiveness of service delivery as measured by a 40

percentage point improvement in agent and team utilization.

. Received unprecedented results in bi-annual NADA customer satisfaction

survey. Zero percent of all DealerTrack DMS customers surveyed had no

intent of changing DMS providers.

. Improved KPIs to unprecedented levels for DealerTrack and the DMS

industry.

o Average Speed to Answer down from 7 minutes to as low as 90

seconds.

o Abandon Rate down from 30% to as low as 2.5%.

o Percentage of calls answered within 60 seconds from 15 percent

to 64 percent

. Delivered substantial data supporting the "right sizing" of the ongoing

support size and future growth. To date, the team has grown from 15 to

62 during a period when the DMS division has grown to $32mm in annual

revenue.

RIO TINTO, South Jordan, Utah ( 2006-2008

$13 billion global leader in mining and processing.

Regional SAP Support Manager

Orchestrate regional and worldwide SAP production support. Manage both a

regional support team and a globally distributed team of over 100 support

analysts. Forge and strengthen relationships with both executives and

stakeholders to discuss use and performance of the production system.

Address and resolve safety issues. Ensure compliance with processes and

policies. Monitor staff production and performance levels. Utilize data in

the ticket tracking system to develop SQL reports in Business Object XI.

. Circumvented rising contractor costs to engineer a 12% / $400,000 annual

reduction in company contractor expenses through negotiation and

relationship management with vendors.

. Achieved monthly KPI/SLA targets by developing a global handover process

that allowed for the 3 main globally distributed teams to retain control

of support issues and escalations.

FLAGSHIP INTEGRATION SERVICES, Rolling Meadows, Illinois ( 2006

Developer of sailboat race tracking software and provider of IT consulting

services.

Director of Web Development and GNOC

Led the development and deployment of a distributed GPS software

application that leveraged Flash and SQL to create a graphical image of

race progress. Coordinated a team of software developers and systems

engineers. Founded a global network operation center for company clients.

Established processes for the GNOC.

. Overcame a lack of staff and a tight deadline to deliver the tracking

software development project on time and within budget, leading to 200%

year over year growth in race tracking sales.

. Stabilized the working and operating environment by fostering

cooperation, teamwork, and a focused approach to prioritization.

PUBLICIS GROUPE SA, Chicago, IL ( 1998-1999, 2002-2005

$5 billion top ranked global advertising, marketing, and public relations

firm.

Regional IT Operations Manager

Graduated through progressive leadership roles to manage a project budget

of $12.5 million and coordinate teams of remotely distributed executive and

technology personnel. Managed customer and executive expectations.

Orchestrated daily IT operations and implementations for remote offices.

Developed relationships with customers and IT service providers to

facilitate issue resolution.

. Mentored a 130-point service desk "service improvement project" to

improve customer service and effectiveness of service delivery.

. Drove a $600,000 annual increase in customer productivity by leading a

change management initiative that resulted in a 300% reduction in change-

related system events.

. Saved $300,000 in IT expenses with several million dollars in subsequent

international travel savings by launching a virtual team initiative that

saw ROI in less than 8 months. The virtual solution was later presented

to business clients and rolled out to 80 global sites.

. Reduced expenses by $30,000 annually for each of 15 disparate offices and

by $150,000 for a single office by pioneering the consolidation of

independent offices into a shared services model.

UNITED MESSAGING, Malvern, Pennsylvania ( 2001-2002

Startup company providing enterprise email hosting and management services.

Project Manager

Consulted on migrations for key messaging platforms. Acted as subject

matter expert on GroupWise in support of data migrations to new platforms.

Managed multiple service desk projects. Prepared and delivered executive

presentations to key stakeholders.

. Rescued two failing projects by rebuilding relationships with

dissatisfied customers and delivering results.

CRITICAL PATH, Salt Lake City, Utah ( 1999-2000

Email services provider targeting both the business and government sectors.

Project Manager

Launched multiple critical processes and services for messaging to the

United Nations. Built the international help desk from scratch to support

key company clientele. Trained personnel and established operating

procedures. Negotiated Service Level Agreements for AFLAC, Circuit City and

FedEx customers.

. Boosted the company from $16 million to $300 million, with a solid market

foothold and reputation.

NOVELL / WORDPERFECT, Provo, Utah ( 1990-1998

Merger between two leading $1 billion companies.

Senior Premium Engineer

Coordinated the development and deployment of technical support solutions

for top tier Novell customers. Directed performance and production for a

team of engineers. Performed client consultations via internet and site

visitations to assess and rectify issues.

FORMAL EDUCATION

Master of Business Administration, Global Management (In Progress)

University of Phoenix, Provo, Utah

Bachelor of Science, Business Information Systems

University of Phoenix, Provo, Utah

CERTIFICATIONS AND TRAINING COURSES

Master CNE - Infrastructure

Master CNE - Messaging

Enterprise CNE

CNE - Netware/eDirectory versions 3.x-6.x

CNE - GroupWise versions 4-6

IT Project+

ITIL Services Foundations

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