Project Manager Customer Service

JAMES DRENNEN DEFNALL, JR.

**** ****** ****** **** *****: **********@*********.***

Residence 205-***-****

Birmingham, AL 35242 Cell 205-

***-****

REGIONAL

GENERAL MANAGER . DIRECTOR

Proven leadership professional in managing large organizations. Extensive

experience in delivering operational and financial results. Experienced in

driving large scale process improvement change, including the development

and implementation of operational methodologies to optimize results.

Highly developed communications and mentoring skills.

PROFESSIONAL STRENGTHS

STRATGIC PLANNING Direct responsibility for the development and

execution of business segment strategic plans, including capital ($50m+),

human resource (550 people), and results delivery (customer affected 10m

+). Plan development included coordination and integration with other

business units and external business partners.

COMMUNICATIONS Highly developed written and verbal communications

skills. Customers, employees, business owners - Each has a stake in and

makes demands on a business and its leaders. Focusing on one group to

detriment of the others will deliver failure. As a leader I have been

responsible for the optimization of available resources to meet

requirements/expectations of these stakeholders to the maximum degree

possible. Effective, continuous communications with stakeholders and

management of their expectations is one of my critical business success

factors.

BUSINESS OPTIMIZATION I have been able to successfully meet and surpass

my group's committed results in my last two large team assignments

through:

. Development of best practices through process flow analysis

. Documentation and training on best practices

. Facilitating culture and behavior change management to implement

best practices

. Development and implementation of accurate quality, performance,

and cost control measurements

PROJECT MANAGEMENT I have been the lead project manager on

interdepartmental project teams on multi-million dollar information

technologies projects. These teams successfully documented user

function/performance requirements, developed project schedules; and then

developed and implemented the new system technology across a five state

region with hundreds of users.

EMPLOYEE DEVELOPMENT People are not just a difference between being

successful and unsuccessful; they are the difference. I have always

ensured that production and management team members have a clear

understanding of what successful performance looks like. As the team

leader it has been my responsibility to make certain that the team knows

the goal, is equipped to attain it, and has the will/motivation to reach

it.

EDUCATION

Bachelor of Science Auburn University

Industrial Management and Labor Relations

EXPERIENCE DETAIL

2008 - Present Real estate investment

2005 - 2008 GENERAL MANAGER / DIRECTOR - NETWORK OPERATIONS

SUPPORT CENTERS AT&T (BellSouth)

Led an organization of 7 Regional Support Centers located

in 5

states, employing over 550 people. These centers support

the 9 state southeast

region's engineering and construction efforts by

validating and maintaining all

engineering drawings. The group was also responsible for

the

inventory/control/assignment of all telephone numbers

(70M+) for the region.

. Issued RFQ and executed contract with new labor

vendor yielding a $2m annual savings and improved

Service Level Results

. Attained additional operational cost reductions

through the implementation of AT&T's industrial

engineering methodology

. Was assigned an operations center that was deemed by

senior management to be "out of control". I replaced

the center manager and instituted clear operational

and team performance guidelines. After one year

received the Division Most Improved Center Award

. After consolidating and implementing operational

conformity across the organization received Division

Best Operations Center Award

2003 - 2004 DIRECTOR - NETWORK OPERATIONS SYSTEMS GROUP

BELLSOUTH

Led an organization of system and operational experts in

the

strategic planning, design, and implementation of new

support

systems for the Network Operations Centers.

. Managed system and user functionality specialists in

the development of a detailed Functional Requirements

Document

. Interfaced with Information Systems developers to

insure the delivery of user functionality as

specified in the Functional Requirements Document

. Personally led the successful development of a

Regional Business Continuity Requirements Document

(Disaster Recovery) for all Network Support Systems

(80+ major system applications) Result was a

document which prioritized system restoration

according to business criticality

2000 - 2003 DIRECTOR - AL/MS NETWORK CENTERS BELLSOUTH

Lead a team of over 500 employees providing daily support

to Alabama and Mississippi Network operations. The

organization was comprised of eight different center

organizations in three locations

. Successful daily dispatch control of all telephone

and cable repair technicians for Alabama and

Mississippi meeting Public Service Commission (PSC)

mandated service intervals

1998 - 2000 INSTALLATION & MAINTENANCE MANAGER - BIRMINGHAM,

ALABAMA NETWORK OPERATIONS BELLSOUTH

Responsible for all residence and business telephone

service, including installation and maintenance, cable

repair, air pressure monitoring and maintenance, and

proactive maintenance for Birmingham. The organization

included 153 employees in seven work center locations.

. Implemented a proactive maintenance process to

identify and repair defective transmission cables

before they cause a customer service outage

. Used a participative management approach to persuade

the first level supervisor team to embrace a

proprietorship interest in the Company and their work

. Was able in less than 2 years to bring operational

and customer satisfaction results to their highest

levels in over 5 years

1995 - 1998 DIRECTOR - NEW PRODUCT MANAGEMENT AND

IMPLEMENTATION SUPPORT BELLSOUTH

Led an organization of technical experts in the development

and

implementation of new products and services within the five

state region for the

Network Department.

. This product development team was overwhelmed by

demands for support. I implemented a prioritization

process which would allow the team to evaluate and

prioritize new work

. Developed and implemented a detailed analysis/support

process for new products, identifying all labor and

support costs for the product's life cycle

1988 -1995 MANAGER - BUDGET AND EXECUTIVE SUPPORT

Reported and provided direct support to the Assistant Vice

President

Managed a $30M department budget and a $40M systems

operations budget

Managed all personnel related issues for the department.

. Developed and implemented a Funding Evaluation

/Approval process for software application funding.

The process was required for new requests and annual

for "ongoing" funding requests. This insured that we

would spend our limited budget on the "next most

valuable" investment/expenditure

. Responsible for meeting the department capital and

force level commitments. Issued and enforced budget

controls as required to meet committed levels (at

times a contentious exercise)

1986 - 1988 MANAGER - VENDOR MANGMENT / DATABASE ADMINISTRATION

Managed software conversion vendors in the implementation

of new operations

support systems in support of Network Centers.

. Managed on-shore and off-shore vendors involved in the

conversion of millions of manual business records to a

digital format

. Responsible for quality assurance of converted records

and the resolution of all inaccuracies

1979 - 1986 PROJECT MANAGER - SUPPORT SYSTEMS

Led inter-departmental project teams in the

development and implementation of new

operations support systems. Effort included the

development of work process flows,

overseeing software development and testing,

user training, implementation scheduling

. Developed Officer Approved System

Development/Implementation Plans

. Successfully implemented cost effective, user

serving technology

1977 - 1979 SUPERVISOR - COMPUTER OPERATION

Direct console operations in the Computer Operations Center

. Developed "Run Books" detailing daily/weekly/monthly,

annual system operation and maintenance requirements

. Successfully operated user support systems according

to committed service levels.

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