Project Customer Service

ARIE SAVELIEV

*** ********* **** 201-***-****

Mahwah, NJ 07430 ****.********@*****.***

VICE PRESIDENT, SUPPORT & TECHNOLOGY

SYSTEMS ENGINEERING/SOFTWARE/ MICROELECTRONICS TELECOMMUNICATIONS

Detail-oriented and quality-driven professional providing hands-on project

management, product development/launch, engineering, and

telecommunications. Customer-focused team leader who motivates colleagues

to achieve excellence in multi-platform project development, technology

design/testing, and network management. Effectively lead and deliver

complex projects within time and budget constraints. A unique combination

of technical and business acumen. Multidisciplinary system engineering and

management. Speak fluent Russian and Hebrew. PMP candidate.

CORE COMPETENCIES: International Business, Project Management, Process

Improvement, Product Management/Launch, Budget Administration, Client

Relations, Implementation, Quality Assurance, Customer Service, Systems

Integration/Installation, Technology Deployment, Training, Logistics,

Troubleshooting

TECHNICAL SKILLS: WAN Development, Switching/Hardware Design & Testing,

Network Management, Microelectronics Design, Multiplatform System

Deployment & Integration, Multiple Layer Debugging (software & hardware).

OS: Windows XP/7, Windows Server 2003/2008, Linux, UNIX; Office: MS Office

Suite, MS Project, MS Visio; Programming: Matlab, C/C++, VB, Access, VHDL;

Network Management: HPOpenView, SMS; Storage Solutions: Legato (Backup

servers), NetApp

PROFESSIONAL EXPERIENCE

ORPAK USA, Inc., Hackensack, NJ 2006 -

Present

Global leader in automated refueling and payment systems and provider of

end-to-end systems for fuel retail market and fleet management sector;

provides systems/products to 10,000+ services stations and 2 million

vehicles in 30 countries.

Vice President, Support & Technology

Manage projects from pre-sale project definition through implementation and

post-sale support. Direct implementation of projects with budgets up $500K.

Collaborate with Vice President of Sales/Marketing to provide support

services for all projects. Lead 4-member team of engineers providing Tier

II support; manage subcontractors providing Tier I services. Administer

helpdesk ($150K budget).

. Increased customer satisfaction 30% over 2 year-period: Created a group

of specialists with 24/7 availability to support customers. Increased the

number of training courses to sustain a constant level of technical

knowledge within the group. Established a constant follow-up and clear

trouble-ticket monitoring environment, with escalations and priorities.

. Reduced RMA backlog from 40% to 2% out of total equipment return:

Automated the RMA process with step-by-step monitoring and reporting,

through available of-the-shelf software product implementation. Renewed

training requirements for the RMA technicians. Created standardized

levels of response time and turn-around period for RMA fulfillment.

ARIE SAVELIEV PAGE TWO

ORPAK USA (continued)

. Reduced to 0 overtime due to malfunctioning equipment; decreased shipping

charges 10%: Established QA procedures for random checks of volume-based

shipments. Created a testing policy to ensure thorough testing of crucial

system parts. Increased the stock levels of high demand products.

. Successfully supported sales presentations: Created training campaigns

for marketing/sales teams to improve understanding of new products. Used

best-in-class web-based training software to create self-learning

environment for constant improvement of the sales teams. Identified and

implemented a template-based set of predefined models to simplify the

analysis process for new prospects.

. Decreased travel expenses by 20% by initiating a profit sharing program

for all service-based revenues: Created tier-based regional support

centers by delegating service activities to local subcontractors.

Initiated incentive-based compensation and a 12% profit sharing program

for technical team. Cultivated customer support through performance

evaluation.

VERINT SYSTEMS, LTD. (VRNT), Herzlya, Israel 2004 -

2006

Leading provider of Actionable Intelligence solutions for enterprise

workforce optimization and security intelligence used by 10,000+

organizations in 150 countries.

Regional Support Manager

Led 10-member team of engineers and support technicians to ensure customer

project support. Interfaced between customers and R&D teams to define,

confirm, and oversee development of upgrades, fixes and patches.

. Decreased by 50% system downtime due to high/critical severity failures;

75% decrease in system downtime due to medium/low severity failures:

Initiated size-based criterions for local support teams so larger

projects have larger support teams. Delegated critical hardware stock

levels to local facilities. Initiated a new training strategy for

regional support teams to increase the level of competence and severity

of failures allowed to be dealt with by local teams.

. Decreased by 15% time-to-market for new products, due to higher

availability of R&D resources: Created a new support tier to provide a

buffer between local support teams and R&D teams. Manned the new team

with formerly members of development to provide highest levels of

expertise. Switched from centralized support to regional based teams.

. Decreased project time by 30% of a newly developed product for a new

customer leading to new orders for systems twice as large: Spent 4

months at the customer location in Taiwan. Supported 10 delegations of

R&D teams to create an environment of constant development and

productivity. Personally oversaw implementation of the infrastructure

deployment.

. After a newly deployed system had crashed 2 days prior to final Site

Acceptance Testing (SAT), passed the SAT flawlessly, with highest

recommendations from the customer's team: Implemented 36-hours average a

week-long process of non-stop installation process to reinstall the

system from scratch (on). Created an environment of 24/7 manned remote

support center with R&D team experts to decrease chances of repetitive

failures.

ARIE SAVELIEV PAGE THREE

ISRAEL AIR FORCE (IAF), Nevatim, Israel 2000 -

2003

Communications Branch: charged with deploying, maintaining, and developing

all aspects of communication equipment within various military bases.

Chief Communications Officer/Senior Academic Officer (Captain)

Headed deployment phase of major communication project, including

development, design, roll out, and testing. Supervised 15-member team of

support technicians providing network and telecommunications customers with

reliable and operational systems. Led customer support & network

management.

. Decreased the implementation time 50%, from 3 years to 1.5 years,

completing first the main phase of the project, and becoming the "pilot"

base for all upcoming technological projects and improvements: Attended

training seminars to improve knowledge base. Communicated constantly with

the deployment team and personally managed every aspect of the project.

Increased awareness of the project at the highest ranks of the commanding

staff.

. Locally implemented software became a new standard for all the support

teams throughout the Air Force. Decreased MTTR (Mean Time To Resolve) and

increased MTBF (Mean Time Between Failures) for all network and computer

based issues: Established the first software-based Help Desk monitoring

tool. Implemented new criteria for performance accountability and

service effectiveness. Created weekly case-study meetings and a

troubleshooting resolution database.

EDUCATION

MS, System Engineering, 2005

TECHNION - ISRAEL INSTITUTE OF TECHNOLOGY

BS, Microelectronics & Communication, 1999

TECHNION - ISRAEL INSTITUTE OF TECHNOLOGY

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