Sales Customer Service

MARK GOOLEY

abppel@r.postjobfree.com

EDUCATION

****-**** *. *. ******* GRADUATE SCHOOL OF MANAGEMENT Evanston, IL

NORTHWESTERN UNIVERSITY

Master of Management degree, with distinction, June 1995. Majors in finance, management

and strategy, and organizational behavior.

GPA 3.95/4.00, Dean's List. Beta Gamma Sigma

Member, Northwestern Men s Volleyball Team

1986-1990 UNIVERSITY OF CONNECTICUT Storrs, CT

Bachelor of Science, summa cum laude, May 1990. Degree in finance with concentrations

in computer science and real estate finance.

GPA 3.80/4.00, Dean's List, Beta Gamma Sigma

Outstanding Finance Student Award, 1990

Real Estate Finance Department Teaching Assistant (one of only two undergraduate

TA s at UConn)

EXPERIENCE

2005-2008 FIDELITY INVESTMENTS Marlborough, MA

Personal Wealth and Investing Business Unit (formerly Fidelity Employer Services Co mpany

(FESCO))

Vice President, Finance

Client Billing System Replacement Successfully made business case to replace the

aging Client Billing System, which is used to bill ~$1.5B annually. Secured business

resources and $3M in technology funding in a very tight funding environment. Led ten

person business and technology team to evaluate vendors and in-house development

a contentious process, review proof of concept and gap analysis. Contracted with and

began implementation with selected vendor.

Strategy Map Led team of five to develop strategy map for the FESCO finance

function. Normally used for businesses or business units we used the strategy map to

articulate, integrate and gain consensus on the finance function s vision, objectives,

services and measures. W ork was featured at annual All Hands meeting.

Guardian Workflow System W orked with internal technology development team,

Client Billing group, and Finance and Operational leadership to standardize and

automate workflow to review, approve/reject and report on client waivers, write-offs, and

billing adjustments. Previous e-mail- and Excel-based process was risky, time-

intensive, and provided little visibility at business and client levels. Success of first

phase led immediately to expand application to other workflows such as allowing billing

without a finalized contract and adherence to performance guarantees.

Reporting enhancements Commissioned and oversaw system analyst review of

current reporting usage and associated downstream massaging . Prioritized largest

potential improvement areas and allocated development efforts. For ex ample, the

Infopac Scrubber enhancement saved approximately 4000 hours per year by

automating previously manual report running, consolidation and comparison work.

2001-2004 LIBERTY MUTUAL GROUP Boston, MA

Corporate Strategy and Research Department an internal strategy consulting group

Principal (2003-2004), Managing Consultant (2001-2003)

Led consulting project teams for various Strategic Business Units (SBU s). Il lustrative

projects:

Operational improvement Claims operation Identified $30+M in annual cost

savings through structural, process and systems improvements. Some examples:

Virtual office claims aggregation, reduce IT system delays, office relocation, workflow

changes.

MARK GOOLEY (page 2)

Expense Benchmarking Benchmarked Liberty financial performance versus

competitors to identify opportunities available for improvement. Findings in excess of

$200M (by SBU by line by cost category) used to help CEO set performance tar gets for

2005.

Operating Model Review Led eight consultants and approximately fifty clients to

explore opportunities to adjust operating model of one of Liberty s four key SBU s.

Strategic and tactical recommendations included reorganizing significant portions of the

SBU, undertaking a major data mining program and revising roles between regional

companies and home office.

Internet Roadmap for Personal Market SBU Prioritized technology development

for Liberty s Personal Market internet offering. Identified customer needs, competitor

offerings. Assessed self-service complexity and business risk to Liberty. Prioritized

strategically reasonable initiatives based on cost-benefit.

Liberty International Underwriters (LIU) value proposition Identified key customer

decision criteria, mapped LIU position versus competitors and determined attractive

white space (and necessary business changes) to improve positioning.

Hong Kong Growth Opportunities Performed market assessment, competitive

positioning and identified short and long-term growth opportunities for Liberty Hong

Kong.

Customer Retention Identified opportunity to increase retention ($12M year one

increasing to $33M year five) for Business Market SBU without substantially changing

current processes by sending unwanted lines of desirable accounts to partners.

Evaluated potential partners, created new business rules and identified specific

applicable customers for pilot program.

2000- 2001 EPESI TECHNOLOGIES Allston, MA

An internet services company that syndicated interactive applications

Vice President of Business Development

W orked with CEO and CTO to develop and articulate company value proposition and

customer/market segmentation. Created and refined sales presentations for different

customer segments.

Developed sales pipeline and closed Epesi s first ten customers including a MediaMetrix

Top 20 destination site, the leading sports nutrition e-tailer (profitable), and two b2b

application providers.

Created content for website and brochure. Brought voice of customer to engineering

to generate product requirements and functional specifications.

Member of senior management team. Hired, trained and managed three person staff.

1999-2000 SOURCEGATE SYSTEMS Burlington, MA

SourceGate provided a system to let ISP s diversify their revenue sources to include

advertising and e-commerce.

Director of Business Development & Product Manager

Business development highlights:

Initiated and negotiated partnerships with numerous content and functionality providers.

W orked with CEO to define, negotiate and implement strategic partnership with internet

advertising agency. Originated distribution discussions with major credit card issuer.

Primary author, company sales presentation.

Product management highlights:

Designed and articulated new feature and functionality set for product.

Originated and led prioritization process for product features and software development

activities. Led user interface design and testing.

1995-1999 & THE BOSTON CONSULTING GROUP Boston, MA

Summer 1994 A premiere international strategy consulting firm

Project Leader (1997-1999), Consultant (1995-1997)

Managed BCG/client teams on large-scale strategy and process improvement projects.

Focused on developing and evaluating new business opportunities. Illustrative projects:

MARK GOOLEY (page 3)

Profit and growth opportunities/Organization redesign $1B Consumer Goods

Company Led client/BCG team to increase profitability and strengthen brand

positioning of Sporting Goods businesses. Identified additional $60M sales/$10M profit

in first year growing to over $100M sales/$20M profit in fifth year by targeting new

customer segment, deepening assortment and developing alternative channels. Led

client/BCG team to develop new organization structure, key processes, measures, and

incentives. New design put greater emphasis on entrepreneurship and profitability and

increased merchandising effectiveness.

New Business Opportunity Paper Company Changed clients view of turn-key

recycled newsprint mill deal from go to no go, based on analysis of customer needs,

pricing, competitive position, security of fiber supply and deal terms.

Channel Strategy Group Health Insurer Assessed sales distribution strategy for

small groups (

reducing coverage gaps and tightening link between sales representatives and agents.

Inventory Reduction Pharmaceutical Company Reduced raw material, work -in-

process and finished product inventory across multiple products. Codified process to

allow company to extend efforts to other products.

Business Review/Technology Assessment Computer Company Determined

profitability by product line and geography as part of strategic review. Developed

competitive assessments and business plans for promising object -oriented database

and repository technologies.

Process Redesign Hydroelectric Turbine Manufacturer Led client team to

redesign offer-to-order processes to reduce time to quote, financial exposure from

performance guarantees and hand-offs upon order.

1991-1993 THE GENERAL ELECTRIC COMPANY Plainville, CT & Rio Piedras, Puerto Rico

Electrical Distribution and Control Business

Financial Management Program, various analyst positions. Select accomplishments:

Teamed with senior manager to provide business-wide pricing and market share info

and analysis. Increased productivity 50% via process improvements and automation.

Supervised transition of GE Accounts Payable Operation (150,000 invoices per year)

from Puerto Rico to Florida. Transition occurred ahead of schedu le and was problem-

free.

Designed and implemented activity-based costing model for residential circuit breakers.

Results drove pricing decisions for manual and automated lines.

Reduced scrapped-in-field expenses 25%. Received Quest for Excellence award for

outstanding customer service.

Received National Honors twice and Honors twice.

OTHER Avid skier and volleyball player. Excellent at home demolition, rebuilding skills less proven.

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