Manager Vice President

Arthur A.

Horecki_____________________________________________________________________

__

** ****** **** ****, *********, CO 80127-2213

303-***-**** abm2c7@r.postjobfree.com

SUMMARY OF QUALIFICATIONS

Twenty years' experience in end to end projects in business development,

product strategy, capturing customer requirements, product management,

pricing and managing client relationships. Launched web products enabling

secure real time, self service account maintenance, purchase/travel

transaction management, eDocument management, EBPP, ERP integration and

single sign on to disparate applications. Developed successful customer-

facing teams through proper recruitment and mentorship. Ability to

recognize how to achieve goals through knowledge, education and training.

Ability to communicate to cross functional teams to implement solutions

cohesively. A professional who thrives on challenge, problem solving,

accountability and achieving growth that contributes to success.

PROFESSIONAL EXPERIENCE

CITIBANK, Denver, CO 2008-

Current

Vice President, Product Management: Launched a new product for

government and commercial clients, which provided statement and payment

presentment, with single sign on capability to other applications. New

users totaled 1.2MM users. Directed and initiated global rollout for EMEA

and ASIA PACIFIC.

FIRST DATA, Denver, CO 2007-

2008

Director, Product Development: Responsible for creating a product that

provides a client friendly access to all of First Data's products. Led and

engaged end users, sales, IT, and business owners of gift, loyalty,

credit/debit, and mobile phones.

PAYMETRIC, Denver, CO

2006

Business Development, Strategic Alliances: Responsible for introducing

products for an integrated ERP solution for commercial transactions.

Presented and developed relationships with financial institutions.

iSolutions, Denver, CO

1992-2005

Vice President, Director of Product Management: Responsible for the

management and strategic product roadmap of the company. Contributed to the

growth of over 3,500 clients, 85 million transactions annually, equating to

$21 billion dollars processed. Enabled the company to become the most

widely deployed commercial transaction and reporting product in the world.

Managed 6 professionals, eight products, and launched 6 new products to

market.

Vice President, Divisional Manager of Sales & Service: Managed business

development and quadrupled the number of licensed clients, representing a

revenue stream of $4 million annually. Responsible for training and

partner relationships of: Bank One, CitiBank, Bank of America, National

City Bank, MBNA, Scotia Bank, Mellon Bank and US Bank. Analyzed and

reviewed partnership opportunities with MicroSoft, Remedy, On the Go,

GELCO, Necho and Total Systems. Management responsibility for 9

professionals.

Vice President, Business Development Manager: Responsible for

understanding and presenting the companies product offerings. Developed

detailed understanding of clients process and requirements and developed

solutions through either re-engineering or custom development to meet the

customers needs. Winning business such as the federal government, Chevron,

Honda, Intel, CP&L, Eaton, Chiron, Knight Ridder, Coors, Tyson Foods,

Cinergy, Simplot, Carolina Power & Light, Coors, State of Texas and State

of Colorado.

Asst. Vice President, Manager, Client Services: Managed staff of 24 and

provided total client support, including Help Desk, Quality Assurance, In-

house and on-site training, documentation, custom development and client

implementation. Implemented Help Desk tracking and knowledge tree

solution, created in house training facility and curriculum, documentation

standard for all products and implementation methodology.

GENERAL ELECTRIC CAPITAL CORP. Minneapolis, Denver, Kansas City, Dallas,

Phoenix, Houston 1980-1991

Business Development Manager: Responsible for creditworthy analysis and

offering of credit line increases or decreases for a $374MM portfolio over

18 western states.

Manager, Administrative Services: Responsible for 31 staff employees

overseeing legal, field services and customer assistance in support of an

$800MM portfolio of business.

Branch Manager: Responsible for managing the branch office and 3

employees, credit authority up to $50K

Arthur A. Horecki (Page Two)

SELECT ACHIEVEMENTS

. Presented a strategic direction due to current market timing. Three

similar, but different products were in production and the IT

department wanted to become more efficient by shutting down one of the

products and migrating those customers to one of the remaining two.

Presented a convincing position to the CEO that argued against

shutting down the product, and got approval for additional funding to

add additional functionality. RESULT: The application became the most

used product, the most self-serve product and the least expensive to

operate. Revenues for the five years after the decision were $19.2MM,

an increase of 1,774%, customer implementation increase for this same

period of 552%, to 2,433.

. Reacting to client requirements identified a solution and a revenue

opportunity. Enabled delivery of data via email. Invested six months

gathering requirements and examining the opportunity. Led a cross

functional team making sure the business requirements were documented,

technical functionality needs met, and security set in place. The

successful product delivered report data within 1 to 8 hours versus

the 7 to 10 days prior to delivery of this product. RESULT: The

highly successful product generated reoccurring revenues of $2.2MM in

its first year.

. Identified and designed a product feature to put the company ahead of

competition in functionality. Quickly identified a successfully way to

implement into several products the ability to provide information

through real time. This functionality allows a view of information in

seconds. One could also generate new requests in real time, resulting

in the end user completing their task immediately versus waiting days.

RESULT: New product offering generated $1.8MM in annual recurring

revenue.

. Reorganized the Client Services Division to improve efficiency and

productivity during a period of rapid growth. Reorganized a team of 24

based on functionally to meet the customer's requirements. Improved

our efficiency completing turn around time for implementations and

custom work by instituting documentation, time lines and metrics to

identify accountability. These changes enabled increased productivity

of each team member resulting in customer satisfaction and increased

client to staff ratio. Backlogged work was brought current and kept up

to date after 60 days. RESULT: Revenue increased by 36%,

implementation of new customers by 59%, and overall customer

satisfaction improved by 88%.

. Produced a new electronic presentment product. Led a team in gather

requirements, developing the solution for a documentation presentment

product providing email alerts, cc and bcc capability, search

capability and online payments capability. Launched the new product in

the U.S. and the U.K. Supported the sales and training cycle by being

the subject matter expert. RESULT: 1st year revenues $600K., 2nd year

revenue3.1MM

. Part of a team to make the company a viable acquisition target. Strong

competitive pressure was making companies look to make a "build or

buy" decision. Analyzed many different scenarios, and determined that

the time was right to sell the company. To be successful, the company

needed to present that enough synergies, client growth and product

development existed, and was in the pipeline, that a acquisition

decision made all the sense. RESULT: The Company was purchased for

$30MM.

. Analyzed customers' requirements to address pricing pressure and test

a pricing model that offered segmented pricing. Clients raised

concerns about flat fee pricing and indicated they did not need all

the feature/ functionality and ultimately wanted lower pricing

commensurate with the functionality used. Led a team that took in

clients' requirements and coordinated development of a product that

could support unbundled functionality to meet requirements. Added self-

serve functionality to address the lower pricing. Worked with the CFO

to develop a pricing model that would meet segmented pricing and the

companies profit requirements. RESULT: Unbundled pricing and new

product netted very favorable response. Successful launch netted first-

year revenues of $880K

EDUCATION

B.S. - Business and Psychology, 1979, University of Minnesota,

Minneapolis, MN

Certification of Six Sigma Green Belt, 2007, University of Villanova,

Villanova,

Certification of Product Development and Management Association,

2008, PDMA

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