Sales Project Manager

MANAGEMENT CONSULTANT, STRATEGIC ADVISOR

Dynamic Management Consultant and Project Manager with 20+ years of

working experience in performance improvement and business turnaround

with Fortune 100 and medium-sized businesses. Specific focus in

combining technology and financial solutions to boost bottom line and

increase productivity across Sales, Marketing, Finance, Engineering,

and IT. Succeeded and recognized for leading strategic and tactical

planning for enterprise IT, Business and Network Infrastructure

projects from inception to deployment and life cycle management.

. Investigative Risk Analysis . Feasibility Studies

. CRM, SFA and ERP Apps

. Quality and Process Control . Root Cause Analysis

. Disaster Recovery Crisis Mgt

. Revenue & Profit Enhancement . Business Planning

. Budget & P&L Management

. IT Management . Network & Infrastructure Revitalization

. Financial Systems Turnaround

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Government, Telecommunications, Healthcare, Manufacturing, Warehouse

and Distribution, Retail, Banking, Real Estate

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Executive Highlights

Strategic Planning: Turned around underperforming company, implemented

financial audit system and increased market share and sales revenue into

new territory. Transformed financial status from red to black in 2 years.

Business Development: Restructured nonstandard products into a new sales

strategy. Negotiated pricing tiers with vendors and introduced new costs

within product model. Sales increased to $2.3B.

Merger & Acquisition: Led team of business analysts for products and sales.

Determined and recommended day 1 post merger Sales Strategy for

consolidated products and sales solution.

Transformational Change: Reinvigorated Warehouse Distribution and Retail

Company with declining sales and margins by implementing Inventory

Intelligence and Sales Order Process. Profit increased by 400%.

New Business Startup: Established Business Systems Consulting Firm,

growing sales to $2.5M in 1 year.

IT and Network Infrastructure: Implemented CRM, SFA and Oracle Financial

ERP. Standardized business and systems processes, and consolidated 4

Network Operation Centers (NOC) and Call Centers into 2 locations. Saved

$120M.

Employment History

AT&T, CA Associate Director, Senior Project &

Program Manager 1996 - 2009

Business Systems Reengineering, CA RVP IT Professional Services

1994 - 1996

San Oaks Distributors, CA Financial Systems Consultant &

Controller 1990 - 1994

Unisource Systems, CA Business Consultant

1986 - 1990

Education & Training

BA in Accounting and Financial Management; BS in Survey Engineering

TL9000, MIS Certification, Project Management, Six Sigma

LAN, WAN, Network Infrastructure and Security

Application Development SDLC Methodology, OPS: UNIX, NT, Siebel SFA,

CRM, Oracle ERP Apps, Oracle Financial (GL, AR, Billing, AP, IC, JC)

Use Case, MS Project, VISIO, Excel, Word, Access, Reporting Tools

Selected Experience

AT&T, Pleasanton & HawthornE, CA

Sr. Project/ Program Manager - Associate Director in Sales, Marketing,

Finance, IT (1996-2009)

Business Process Improvement and Innovation

Network Infrastructure Revitalization

Spearheaded and led $36M RFP government sales installation. Managed

team of 5 professionals, analyzed costs associated with design,

installations, post sales support model and closeout documentation.

Defined and implemented new business processes, recommended process

reengineering and end-to-end Quality Control Process to senior

management. Quantified savings associated with all milestones and

deliverables.

- Increased quality of service delivery and time-line by 31% and

contract profit margin by 2%

- Reduced test failure and rejections by 95%.

Network Operation Center (NOC) - Call Center Consolidation and Disaster

Recovery

Conducted feasibility study and determined tactical and strategy plan

to consolidate 4 NOCs and Call Centers into 2 locations. Developed

financial models; analyzed and documented end-to-end business and

systems processes associated with receiving calls (from

troubleshooting to isolation and resolution), including trouble

ticketing, network monitoring, deploying field engineers, closing

ticket, and customer follow up. Standardized and consolidated business

and system processes among all NOCs and Call Centers, including

disaster recovery plans.

- Saved $120M without any layoffs and while maintaining 98.7%

customer satisfaction.

Business Development and Sales Strategy

New Products Introduction: Managed project team of 18 professionals,

identified and recommended to senior management the introduction of non-

tested products into the corporate service model and offering. Performed

risk analysis associated with technical and operational liabilities.

Reassessed the solution delivery strategy and engaged legal, engineering

and national vendor management. Defined and developed amendment language

into customer sales and vendor contracts, minimizing risks to the

corporation. Developed and documented solution delivery strategy, which

included project management methodology and risk mitigation process

associated with installations, integrations, performance, test and

acceptance.

- Increased sales revenue by $2.3B and sales cycle reduced by 50%,

controlling profit margin as projected.

IT Transformational Change - CRM, SFA & Oracle Financial

Siebel CRM and SFA Implementation Project: Managed enterprise-wide

44,000 seat implementation, including gathering business requirements,

defining scope of work, and developing work flows and delivery. Used

batch interface to VMS and applied SDLC methodology to all project

phases.

- $1.8M savings in annual maintenance

Oracle Financial, 11i and ERP Project: Implemented CRM and SFA by

developing cutting edge technology solutions. Led Enterprise Systems

Architecture initiative and Business Intelligence Project team of 15

IT and business professionals. Deployed Financial Transformation

Systems in full cycle and implemented an integrated systems solution

to legacy and open systems platforms (UNIX, NT and VAX), completing

all projects on time and within budget.

- Saved $2.8M annually on maintenance and improved efficiency by

40%.

- Increased sales cycle by 20% and cash flow by 12%.

Business Startup & Turnaround

Business Systems Re-Engineering, Danville, CA (1994-1996)

RVP IT Professional Services

Founded and established Business Consulting Firm, providing IT

services, specialized in application development and customizations

for manufacturing and transportation companies. Grew company by 80%

and booked $2M in sales within 12 months. Managed clients and multiple

service providers.

San Oak/Centar Distributors, Inc., San Rafael, CA (1990-1994)

Financial Systems Consultant and Controller

Appointed by CEO of nonperforming Manufacturing, Warehouse

Distribution and Retail Company to identify root causes associated

with low sales and profit margins and provide recommendations. Leading

financial and IT team of 9, performed balance sheet and P&L analysis

and audited order processing, procurement and inventory management

procedures. Researched market and evaluated products sales margins.

Implemented corrective measures, including Oracle financial systems

modules (GL, AP, AR, Inventory, Order Entry, Job Costing, Point of

Sale, and Shipping - barcode tracking).

- Increased profit by 400% and cash flow by 25%.

- Reduced excess inventory by 38%

Unisource Systems, CA (1986-1990)

Business Systems Consultant and Founding Partner of International

Application Development and Business Systems Company

Engaged by creditors to turnaround an under performing transportation

company. Led team of 11 professionals to identify and transform root

causes, including financial, operational, cost, sales and market

analyses, competitor's market share assessment, and government

regulatory environment. Implemented financial and operation audit

process. Negotiated with vendors and union, reaching agreement on new

product costs and benefits. Constructed new repair shop and moved the

repair operation to corporate owned facility. Implemented automated

processes to audit cash transactions and monitor all corporate assets

real time. Implemented training facilities.

- Turned around corporation financial status from red to black in 2

years and paid out all corporate debts in 4 years.

- Increased assets by 500% and cash flow by 400% in 4 years

- Decreased corporate liabilities by 300%

- Reduced insurance costs by 25%.

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