Sales Project

David L. Carreon, PMP

** ******** ******

Haddonfield, NJ 08033

609-***-**** (mobile) 856-***-**** (home)

*****.*******@*******.***

SUMMARY OF QUALIFICATIONS

Persistent, responsive, and people oriented Strategy Consultant and Project

Management Professional (PMP ) with a proven track record for successfully

leading and delivering CRM projects. Innovative problem solver, who

thrives on challenges, excels under pressure and gets the job done.

Intelligent, decisive and resourceful team player who possesses outstanding

presentation and excellent interpersonal skills. Quietly assertive, firm

but fair leader and catalyst, organized/thorough planner and effective

negotiator dealing easily with all levels of management. Accustomed to a

fast pace and multiple projects, fulfilling priorities, meeting deadlines,

and effectively leading and facilitating teams.

AREAS OF EXPERTISE

Project/Program Management including project advising and facilitating,

planning, team building, cost projection/risk assessment and management,

scheduling deliverables, implementation, documentation and reporting,

transition management, and maintaining client executive relationships.

Assures client commitment, drives on-time delivery while working

collaboratively with project team and addressing issues. Experienced in

leading large teams, providing career counseling, performance planning and

reviews, and promotion and succession planning.

Business Strategy Consulting including problem identification, defining

scope and objectives, business needs analysis, process improvement

methodologies (Six Sigma), development of solutions/relationships, complex

proposals, ROI & cost justification, price & contract negotiations,

implementation, and managing expectations/change. Extensive experience

with CRM capability assessment in the pharmaceutical industry.

Additionally worked with a number of large multinational companies in the

financial services, consumer, and industrial products industries.

Business Development including pre-sales prospecting & qualifying, getting

appointments with decision-makers, building relationships, appropriating

resources, executive presentations and follow-up, proposal and SOW

development, negotiations and closing, key account management, time and

territory management.

Practice Development including methodology development, reviewing and

documenting lessons learned, recommending internal process improvement,

skills development, developing thought leadership presentations,

researching emerging technologies, and vendor partner relationships

building

WORK EXPERIENCE

ACCENTURE 2005 - Present

Sr. Program Manager

For Pfizer (October 2009 to Present)

. Provided overall program management for the mobilization of the

Salesforce.com (Veeva) Application Support Team

. Worked with project and user teams to define and update Operating Model

for ongoing support

. Organized all efforts to conduct thorough knowledge transfer for the

support team

. Defined reporting process, managed risks, and resolved many

operation/technical issues

. Defined interaction scenarios with Sample Management, Sales Operation,

and Data Service

. Managed issue resolution service and delivered minor enhancement release

for the application

For Celgene Corporation (March 2009 to September 2009)

. Program Manager for Risk Management system to be used by Customer Care,

AE Case Management, QA Compliance, Sales, Marketing, Order Processing,

and Regulatory Affairs. Managed a team of 95, including 10 off-shore

resources

. Led 12 project sub-teams to develop, implement, test, validation test,

train, and deploy a configurable and flexible risk management environment

for its US and global affiliates.

. Managed overall development of application to enable access by patients,

physicians (prescribers), and pharmacies via multiple channels including

Web portal, IVR, Fax, and telephone

. Managed development vendors: Pegasystems, Genesys (IVR Package), Avaya

(PBX), and Oracle (ODSI)

. Improved the efficiency, effectiveness, and scalability of the risk

management process and helped align the organization to the tools and

processes.

To Develop Oracle CRM On Demand Practice within Accenture (November 2008 to

February 2009)

. Developed presentations and communicated messages to share with clients

to build up interest and generate pipeline for a CRM On Demand

opportunity

. Developed "Point of View" assets for describing differences between SaaS

and On Premise solution and key considerations for implementing a hybrid

environment and calculating total cost of ownership (TCO)

. Developed a comparison document between Oracle CRM On Demand and

Salesforce.com; compared functionality, ease of use, integration,

scalability, and costs; educated staff on the capabilities available in

each to help guide clients through decision process

. Developed sample project plans, role descriptions, staffing models and

costs for SaaS projects using an accelerated and iterative application

development approach

. Developed training plans and roadmaps to develop a skilled staff and

share project knowledge

. Set up sales calls with Oracle to manage pipeline and determine next

steps for qualifying opportunity

. Results: Sales pipeline developed for Oracle CRM On Demand opportunity

and Accenture team trained for engagements

For Novartis Pharmaceuticals Corporation (February 2008 to October

2008)

. Program Manager for Siebel (8.0) SFA upgrade assessment. (7,000 reps).

Managed team of 20, including 12 offshore resources.

. Responsible for developing approach to determine effort, risks and areas

that will be impacted as part of the upgrade process; Identified where

existing "out of the box" functionality could replace current areas that

were customized or configured (e.g., Sample Management)

. Defined overall upgrade approach and roadmap; Planned the timing,

resources, costs and deliverables resulting from Design, Build/Upgrade,

Test, and Deploy activities; and defined new technical architecture;

Presented findings and plan to key stakeholders and obtaining funding and

client approval for the upgrade project.

. Results: Received approval for Siebel Sales Force upgrade to include 28

resources (19 off-shore resources) over a six month project life-cycle;

addressed all major risk areas with mitigation plans; mobilized onshore

and off-shore teams to initialize the project.

For Novartis Pharmaceuticals Corporation (January 2007 to January

2008)

. Program Manager for Siebel CRM Upgrade project for Medical Information

Center and Scientific Operations applications and organizations. Managed

a team of 30, including 20 off-shore

. Responsible for: Developing project approach, estimates, staffing,

responsibilities, and schedule; Confirming that all requirements, project

plans, and business impacts are communicated to stakeholders; Managing

relationships and coordinating work across six stakeholder groups;

Leading quality management reviews; Facilitating resolution to project

level issues; Communicating project status to sponsors; Reviewing and

managing all scope changes through a formally defined scope change

process

. Provided a data hygiene solution including the development of business

rules and processes in order to de-duplicate and cleanse professional and

account data received from the DW system.

. Improved process and application for outbound DTC campaigns.

. Developed marketing feedback loop process to measure consumer usage of

marketing kits against sales activity with professional

. Results: Upgraded the Siebel application from 7.5 to 7.8; delivered on-

time and on-budget. Determined and implemented high priority

enhancements, improved application performance and user interface, and

simplified functionality through the removal of unnecessary

customization. Client users enthusiastically received and adopted new

application function.

For Endo Pharmaceuticals (September 2006 to December 2006)

. Program manager for Marketing data mining and reporting tool (Spotfire ).

Developed project objectives and led user requirements meetings and

reviews.

. Developed project charter, user requirements, data requirements, and

worked with professional services organization to install and configure

the tool.

. Developed analytical models to answer business questions for: Market

Performance, Call Plan Execution, Physician Segmenting/Targeting, and

Product Launch Tracking

. Results: Documented findings and benefits and made recommendations for

future phases. Developed and presented Roadmap to client executives that

included rollout approach, functions, benefits, and budgets

For King Pharmaceuticals (May 2006 to September 2006)

. Program Manager for a marketing team that needed to take over sole

responsibility for managing a major pharmaceutical brand

. Managed transition process to: 1) execute the transition/hand over of

commercial assets (e.g., promotional materials, sales training) and

associated relationships; 2) enhance capabilities of the brand team to

handle increased responsibility; and 3) execute communications to

stakeholders impacted by the changes.

. Managed the development and delivery of the Transition Plan, Gap

Assessment, and Marketing Capabilities assessment, which were well

received and approved by the client.

. Developed plan for building out Marketing Capabilities, including Market

Research & Analytics, Brand Planning & Management, Design of Brand

Campaigns, Promotional Materials Management, Professional Promotion

Programs, DTC/DTP, eMarketing, Integrated View of the Customer, Medical

Affairs, Medical Education & KOL Management, Managed Care Contracting,

Sample Management, and Customer Service

. Results: Client successfully implemented transition plan and effectively

built up marketing promotion capabilities within six months.

For Sanofi Aventis (December 2005 - April 2006)

. Program Manager for converting and migrating application and data from

legacy Siebel to target Dendrite system.

. Developed project plans (WBS, project roles and responsibilities,

schedule, project reporting, and risk mitigation plans). Escalated and

resolved issues in order to maintain project schedule, and coordinated

with other projects.

. Managed technical resources in 1) providing ongoing technical support of

legacy system, 2) planning, designing, and building data conversion

extracts and loads, and 3) retiring the legacy application.

. Results: Current obligations for help desk support and data loads

fulfilled without degradation of service; All source data (customer,

activity, alignment, call samples, affiliations, call notes) converted

and extracted to target system on time and on budget; Application

retirement plan for legacy system developed and implemented. Effectively

managed resources who were about to loose their jobs at completion of the

project. Maintained high morale and business focus. Client was very

pleased with results.

C3i, INC. 2001 - 2005

Director, Client Engagements

For Eisai Pharmaceuticals

. Program Manager for Siebel CRM Upgrade for approximately 800 field sales

and home office representatives; Upgraded Sales Planning, Calling,

Reporting, and Sample Management functions.

. Established vision and direction for program management office. Worked

with client to jointly run kick-off and steering committee meetings with

client executives

. Addressed key issues related to initial scope, schedule and personnel.

. Managed upgrade approach of running the Siebel upgrade and re-developing

functionality in 7.7

. Led team building and development activities, which resulted in high team

morale (15 members).

. Results: Upgraded Siebel 6.3 to Siebel 7.7. Successfully managed the

project (time and on-budget) up to the beginning of the testing phase.

Effectively led transition when leaving to join a new firm

For Daiichi Pharmaceuticals

. Program Manager for the Siebel CRM implementation for approximately 300

field sales and home office representatives

. Established vision and direction for program management office Provided

methodology and quality oversight; Developed requirements for Sales

Planning, Execution, Reporting, and Sample Management

. Managed relationships with client executives. Developed understanding of

client's needs and how the project supported business objectives.

Participated in Steering Committees, addressed scope, schedule and

personnel issues, and assured client commitment to the project.

. Managed 8 concurrent project tracks consisting of over 25 project team

resource

. Managed project Initiating, Planning, Executing, Controlling, and Closing

processes including: scope verification, WBS planning; resource

planning, activity sequencing, activity duration estimating, cost

estimating, risk management planning, schedule development, cost

budgeting, and project plan development, performance and status

reporting, scope change control, and risk monitoring and control, project

plan execution, project communications, team development, quality

assurance, and contract administration

. Results: Siebel 7.7 ePharma application successfully implemented for 300

sales reps across 8 organizations. Project implemented on time and on-

budget. Achieved outstanding client satisfaction

For Boehringer-Ingelheim Pharmaceuticals, Inc

. Program Manager for multil-phase Data Warehouse and Siebel Analytics

system implementation. The objective is to analyze data from field

sales, home office sales and marketing groups, IMS Health, and various co-

promotion and consulting partners to facilitate and enhance decision

making

. Managed all project initiating, planning, controlling, executing, and

closing processes

. Actively participated in Client Steering and Operating Committees.

Conducted one-on-one and group presentations with client executives and

business leaders

. Gathered and documented requirements for metrics and dimensions, business

rules, data validation rules, reports, ad-hoc analysis and user group

access

. Effectively managed client expectations on scope, timing, and phasing of

functionality

. Provided overall project management and leadership to multiple teams:

Business Rules, Visibility, Data Quality, Data Integration, Siebel

Analytics Configuration, Testing, Infrastructure, Transition & Change

Management, Training, and Production Environment

. Results: Provided electronically delivered analytical reports to sales

representatives in the field, and other reports/dashboards to home office

users. Power users to access dashboards and Siebel Answers for more

detailed analyses

For Boehringer-Ingelheim Pharmaceuticals, Inc

. Program Manager for multi-phase Siebel CRM implementation. Managed all

initiating, planning, controlling, executing, and closing processes

including: scope verification, WBS planning; resource planning, activity

sequencing, activity duration estimating, cost estimating, risk

management planning, schedule development, cost budgeting, project plan

development, performance and status reporting, scope change control, and

risk monitoring and control, project plan execution, project

communications, team development, quality assurance, FDA Validation, and

contract administration

. Implemented Siebel SFA for over 1800 field sales representatives (Primary

Care reps and managers, Specialty Office Based reps, Medical Specialists

reps, HIV Specialty reps, Sales Service reps, Managed Care reps, Senior

Care reps, and Medical Science Liaisons)

. Implemented Siebel Pharma vertical package with the following

functionality: Contact Management, Account Management, Activity

Management, Targeting, Medical Education, Sample Management, Reporting,

and Siebel Hand Held

. Managed Transition Planning; Change Management and instructor lead

training

. Provided project advisory services to the 14 concurrent project tracks

consisting of over 40 project resources, over a period of 11 months

. Results: Project implemented on time and 10% under-budget. Siebel 7

ePharma application successfully implemented across 7 organizations.

Sales representatives enthusiastically received and used the system.

Received outstanding customer satisfaction rating.

For Bayer Pharmaceutical

. Program Manager for the Siebel CRM implementation-the first Siebel 7

implementation at a major pharmaceutical industry client

. Managed 12 concurrent project tracks consisting of over 40 project

resources over 11 months

. Developed and reviewed project roles and responsibilities with team

members

. Led JAD sessions with client to uncover business and functional

requirements and system design for Sales and Sample Management

. Developed Project Plan and schedule, which accounted for risk mitigation,

and tracked deliverables across 1400 tasks. Coordinated milestones among

the 12 project sub-teams, and was regularly tracked during weekly status

reviews

. Effectively managed scope changes and set expectations with users and

user management.

. Conducted numerous team-building activities to maintain and strengthen

team moral during an arduous 11-month project.

. Results: Siebel 7 ePharma application successfully implemented for 1700

sales reps across 5 organizations. Project implemented on time and on-

budget. Received highest rated customer satisfaction rating of any

project in the company's history. Earned company's President's Award.

ZEFER COPORATION 1999 -2000

Sr. Program Manager

For Wyeth Pharmaceuticals

. Project manager for eDetailing analysis phase for recommending approach

for delivering personalized and targeted online messages to prescribing

professionals and healthcare influencers

. Developed project plan, approach, and budget; Led fact gathering,

interviews, and process mapping workshops

. Defined business requirements through user sessions designed to focus on

maintaining and enhancing relationships with high prescribing physicians

. Determined opportunities to increase overall prescribing habits of

physicians through access to "No See" doctors, remote territory

physicians, and low quintile prescribers

. Developed approach to support ongoing relationships with targeted

physicians in vacant territories

. Developed recommendations to provide a low cost channel to market non-

promoted products

. Results: Provided recommendations for processes and technologies to

enable eDetailing. Developed key learnings to enhance client's one-to-

one relationships with physicians

For a global workplace solutions provider (office space outsourcing,

administration services),

. Assessed strategies for client to provide new "on-line" offerings, reduce

cost of operations, and expand its customer base.

. Analyzed new business offerings to understand and develop CRM

requirements (sales, service, and marketing) for each of the constituents

. Researched industry best practices for call center, ERMS, web self-

service, interactive chat, and VoIP

. Assessed current and planned technology infrastructure and determined

high-level IT requirements

. Interviewed sales, marketing, and branch office personnel to ascertain

business requirements

. Result: Created CRM roadmap for integrated Contact Center. This included

plans for providing customers with personalized, value-added, and easy

buying experiences. It contained functions needed to perform excellent

customer service and support. And it considered how to leverage customer

data/history/behaviors in making product and service decisions throughout

the customer lifecycle

GE CAPITAL 1998 - 1999

Manager, Sales Force Effectiveness

For GE Capital Sales Center of Excellence (COE)

. COE Program manager for implementing Siebel projects at GE Capital

. Established development environment to provide Siebel configuration and

testing

. Developed a Six Sigma Quality based implementation methodology with

project templates, quality tollgate checklists, and project work plans

. Provided subject matter expertise in process improvement, strategy

definition and change acceleration

. Negotiated contracts and managed relationships with integration,

training, and ASP vendors

. Managed the development of a central Intranet repository for sharing best

practices and lessons learned

. Result: Provided rapid delivery of high quality Siebel solutions for 14

of the 28 GE Capital businesses during 12 month period; Projected cost

savings of $10MM; Most businesses measured benefits in productivity,

cycle time and sales effectiveness

For a Leading Global Provider of Satellite Communications services

. Project managed the rapid delivery of a Siebel Sales solution. Developed

project plan and approach

. Assessed and documented the current sales process and information

systems. Conducted constituency analysis with sales/marketing personnel

and business executives. Defined the "to-be" process vision and Siebel

functional requirements as well as the change plan to address

organizational and training issues

. Assessed outsourcing issues and made recommendations for ASP vendor to

support Siebel production environment. Worked with ASP to launch system.

Directed training development and implementation

. Results: Implemented Siebel Sales Enterprise for 75 sales representatives

in 18 weeks. Implemented Target Account Selling sales methodology and

training for sales force. Implemented Balanced Business Scorecard to

measure sales effectiveness and promote buy-in. System enthusiastically

received by sales force and management

KPMG and PRICEWATERHOUSECOOPERS 1994 -1998

Principal

For a communications company,

. Designed approach for reporting profitability for a global communications

company, which was declining in profitability and needed to better manage

promotional investments

. Conducted company analysis and mapped Direct Mail and Telemarketing

processes

. Researched best practices for measuring profitability and methodized

framework for viewing channel, product and promotion costs.

. Developed approach for managing promotional investments based on product

and channel.

. Result: Recommended Lifetime Value Analysis as profitability measurement

with drill-down questions for product/ product line, channel, promotion,

and customer profitability

For a global window and door manufacturer,

. Determined product line, channel and customer profitability for company,

which was not profitable and needed to make strategic decisions about

product rationalization and pricing

. Conducting Activity Based Costing (ABC) analysis and uncovered

complexities in products and processes that influenced cost.

. Led constituency workshops in order to more accurately assign indirect

costs to products, channels and customers.

. Result: Showed that a major customer (which was 30% of the company's

business) was not profitable and made recommendations for improvement

For a global pharmaceutical company,

. Led client management team in developing vision statement, strategies,

critical success factors and performance measures for the Managed Care

organization of a large pharmaceutical client

. Conducted constituency analysis and re-defined the managed care sales

process. Developed recommendations for improving the workflow,

implementing information systems and tools and implementing

organizational improvements

. Result: VP of Managed Care communicated operational strategy to

organization with balanced business performance metrics

For a global pharmaceutical company,

. Re-engineered the Customer Response process that included improving the

process of a field representative (2500 representative) interacting with

the home office in providing customer proposals, contracts, grants,

programs and legal requests

. Conducted constituency interviews and workshops. Researched industry

best practices

. Result: New business process with a cycle time reduction from 60 days to

1-2 weeks.

IBM CORPORATION 1982 -1994

As a sales manager for IBM,

. Managed and directed 10 sales representatives serving 300 clients in the

consulting, process, manufacturing, and distribution industries.

. Responsible for budgeting, forecasting, talent selection, team building,

training, coaching and evaluation, compensation, and succession planning.

. Ranked in top 15% of sales

As a sales representative for IBM,

. Revived a large dormant aerospace account through exceptional service and

extensive business consulting.

. Achieved mainframe hardware growth of 1000%; over 2,000 PCs sold;

Executive Decision Support System installed on VM mainframe; SNA backbone

standard installed and consolidation of heterogeneous networks.

. Ranked in top 10% and received several promotions.

EDUCATION / CERTIFICATIONS

BS, Mechanical Engineering, Drexel University, Cum Laude, 1982

Siebel 7 BA Certification

Siebel Customer Certification

Project Management Professional (PMP ) Certification

Oracle CRM On Demand Developer Champion Certification

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