THOMAS SHARKEY

LAKEWOOD, COLORADO *****

480-***-****

acefuq@r.postjobfree.com

VICE PRESIDENT OF OPERATIONS ~ OUTSOURCING

Accomplished, energetic, and seasoned professional with more than 25 years of experience in leading outsourcing and business operations under large corporate environments; complemented with a track record of driving revenue growth and cost synergies to exceed goals and expectations. Empowered with exemplary work ethic, business acumen, and organizational skills to efficiently manage tasks and priorities under challenging and fast-paced settings. Recognized for analytical problem-solving aptitude to formulate strategic solutions to complex business situations. Adept at managing group dynamics, as well as in leading and motivating high-caliber teams of professionals to deliver record-setting results. Equipped with excellent communication and interpersonal proficiencies to establish positive work relationships with professionals of all levels.

AREAS OF EXPERTISE

Business Acquisitions and Investments ~ Delivery Operations and Industrialized Delivery Models

Operational Excellence and Business Transformation ~ Program Management and Engineering

Account Management and Sales ~ Executive Client Relations Management ~ Organizational Design and Talent Management

Capability Development and Enabling Technologies ~ Strategic Planning and Financials ~ Global Facility Optimization

PROFESSIONAL EXPERIENCE

ACCENTURE - DENVER, CO (2006–PRESENT)

Managing Director – Global Merger and Acquisitions 2012–Present

Direct the operations of two Acquisition Integrations teams while performing as an Executive Team member to support various acquisition projects. Provide support to new business acquisitions by overseeing all aspects of account management, operational and delivery performance, capability development assessment, business transformation, talent assessment and development, and financial model development. Formulate new corporate vision and strategic approaches and relationships with executive-level units to secure smooth transition into the new business model. Interface with key clients to ensure optimum client satisfaction while minimizing delivery performance issues. Implement Six Sigma-based operational maturity measures and controls to expertly manage operations. Lead Integration and transformation plan, budget and governance deployment.

KEY HIGHLIGHTS:

- Octagon Business Acquisition: Rendered expert oversight to first-year operations in global delivery performance, capability development facilitating a smooth integration and business transformation

- Management of initial due diligence and evaluation of the business model

- Development and execution of the transition plan to allow the full integration of employees into Accenture; including Team building, budget management, product and capability development, mobilization, sales and operations planning, operations and operational maturity, talent management and fulfillment, learning and change management, and technology and site branding

- Design and implementation of a project percent complete report to allow management to efficiently oversee workflow and status, thus achieving better on-time delivery

- Formulation of global capability training materials, testing, and certification for Clinical Data Interchange Standards Consortium (CDISC); as well as publication of other clinical and regulatory processes

- Close collaboration with the Recruitment and Talent Management teams to determine sources and fill key delivery personnel postings to support revenue growth; and hiring of a total of 180 personnel within six months

- Improvement of Cost Competitiveness: Devised full CDISC offshore capability; thus boosting offshore work percentage from 5.5% to 24%, minimizing cost per full-time equivalent by $23K, reducing workload by 8%, and increasing revenue from $2.34M to $5M

- Deep dive accounting analysis of costs and loads to allow optimized and affordable operations, including optimization of contract financial reporting

- Creation of initial list of ‘quick hit’ improvement projects and team charters, as well as seat optimization and work from home operations to boost operational capacity and reduce cost

- Improvement of Talent Management and Employee Engagement: Successfully implemented engagement and change management methodologies, which resulted in 40% attrition reduction

- Staffing of three OE leaders to assist with operations management training and implementation

- Facilitation of leadership and management training on operations management principles and tools

- Procurian Business Acquisition: Took charge of managing initial due diligence and evaluation with investment recommendations for business model, leadership, delivery operations, and locations

- Exclusive Leadership to the Delivery Operations Team, particularly in Phase 1 and 2 due diligences

- Development of a comprehensive integration plan of more than 500 lines, which included key integration work streams, project management office transformation, mobilization, product portfolio development, operational maturity deployment, sales and operational planning, capability development and learning, change management, site branding and strategy, and IT integration

- Achievement of all delivery critical milestones evidenced by 1.14 SPI and overall budget with 1.0 CPI

- Savings of $1.3M from overall budget of $3.5M through efficient delivery integration budget management; additional $924K saving from capital budgets on international branding, safety, and security

- Global Organizational Design and Delivery Operating Model: Facilitated new organizational design with key leaders and consolidated organizational aspects to develop the best of both organization design for new businesses

- Deployment of ‘Best of Both’ approach with key stakeholders in compliance with DAMAIC process to establish the combined business service offerings and capabilities in the areas of category planning, sourcing, contracting, supplier relationship management, and compliance management

- Formulation of key process recommendations and comprehensive process maps and controls, and implementation of plants for organizational roll-out

- Global Sales and Operations Planning and Talent Sourcing Process Development and Implementation: Closely monitored demand inputs from various sales pipelines in providing detailed resource demand profile sourced by TSC to ascertain successful fulfillment operations

- Unprecedented sales pipeline with 92 new deals and a Total Contract Value of -$925M

- Identification of 245 resources and recruitment of candidate pipeline ahead of demand

Managing Director – United States BPO Service Delivery Operations 2009–2012

Functioned as the leader for service delivery operations for all BPO accounts, including procurement, pharmaceutical, utilities, health, customer contact, finance and accounting, custom, and learning. Participated in new business development through presentations and review of account contracts for SDO authorization. Supported accounts to meet and surpass client service level agreements and internal key performance indicators. Initiated the development of business process scorecard, MOR, and program reviews. Led the deployment of root cause corrective action operations for systemic delivery issues; as well as the Mobilization Team for staffing, process, and technology requirements for new clients. Delivered quality assurance support to new and existing deals. Evaluated and deployed financial budgets for fiscal year planning and account guidance.

KEY HIGHLIGHTS:

- Pioneered the development of the US SDO Team and infrastructure:

- Development of US SDO organization and outlining of leaders by aligning approximately 1,400 US SDO Team members into one cohesive unit by implementing an improved communication, measuring, and talent management system

- Oversight of US accounts totaling at approximately $1.138M in FY11 revenues, $306M CCI, and 26.7% CCI with 8 direct reports which oversaw 8 distinct capabilities with approximately 234 client BPO accounts, 52 different geographical locations

- Achieved a Cost To Serve Savings on accounts for the first two fiscal years resulting in $37.2M in Actual Savings

while meeting or surpassing service levels

- Increased overall client satisfaction on 25 Key US accounts by improving Green Delivery Rating from 36% to 92%:

- Leadership of various key delivery performance improvements at key accounts, including Merck, Qwest, Kimberly Clark, Best Buy, and Washington Gas

- Administration of the San Antonio Delivery Center Transformation Project, including selection and collaboration with the Leadership Team to completely restructure leadership, culture, communication, accountability and operational and financial performance

- Achievement of all service level agreements to green and client satisfaction at an all-time high; reduction of seat charges by 46% ($14.5K to $7.8K) with another drop to $2.8K from the ‘work from home’ project

- Played a leading role in the engagement improvement action plan for more than 1,100 Pharma Team members in Bangalore, Chennai, and Mumbai in India:

- Evaluation of compensation, rebranding of Accenture pharmaceutical services (APhS), and career growth capability training curriculum and development

- Restructuring of the organization to enhance operational performance, efficiency, and client communication

- Enhancement of engagement and mitigation of attrition with the implementation of Accenture’s pharmaceutical services CoE Synapse

- Achievement of OE maturity rating of ‘stable’ for all accounts and processes through execution of OE methodologies, tools, and visual management

- Outlined and deployed standard delivery processes and tools for new pharma deals and offerings

- Made significant improvements to delivery performance to yield a potential of approximately $100M in growth opportunities:

- Extension of the Merck contract from three years to five years

- BMS ICRC Pilot program with 25 FTEs, with a projected growth of 100 to 200 FTEs

- Outsourcing of GPV processes valued at $20M for five years for Pfizer

Senior Executive – APS Global Procurement Operations 2006–2009

Provided guidance and direction to global operations for APS procurement services with delivery centers across San Antonio, Texas; Bratislava, Slovakia; Bangalore, India; and Dalian, China. Established new business development support and positive work relationships with client executives. Delivered client account support for both onsite and offshore teams, including account financial performance, and exemplified expertise new industrialized delivery operating model development. Led the development and implementation of MOS/MOR metrics, institutionalization of Operational Excellence methodologies, identification of process improvement projects, and deployment of global standardized center of excellence services. Transitioned contractor exchange operations as well as the deployment of quality assurance (auditing and compliance) policies. Constructed new cost model structure to identify unit costs, support sales initiatives, meet financial targets, support business growth, and surpass client service level agreements. Took charge of an annual budget of $173M for both onshore and offshore Account Team. Assisted more than 600 sourcing projects valued at $1B with sourcing savings of $100M.

KEY HIGHLIGHTS:

- Accomplished the development of 12 CoE OE-based services fully functional in San Antonio

- Surpassed financial targets (Sales: $350M, Rev: $125M, CI: $10M, NGO: $4M) and spearheaded cost improvement strategies to forecast $1.7M below annual budget

- Enhanced labor efficiency by 25%; minimized headcount from 73 to 37 by the end of fiscal year 2007, achieving annual savings worth $35K

- Recruited 5 SLEs and 10 CSDLs and implemented a mentoring program to establish operational benchmarks

- We@Accenture Program: Achieved the highest submission rate of 44% and the highest implementation rate of 62% in the DCN; received Top 5 Champions award and four awards, including the best team in the entire NAB organization

- Successful completion of the ERSTE ramp-down with no additional operational costs and mass dismissal, and a cost avoidance of approximately $200K for PATC budget

- Oversaw the successful transition of Cx operations on time and within budget; recruited a highly proficient team of 48 to meet Cx and CoE guidelines

- Devised means to allow all offshore Procurement Operations teams to operate $1.7M below fiscal year 2009 plans through the deployment of Lean, OE, and We@Accenture

- Facilitated of four lean events on invoice and PO processing for Best Buy, Wyeth, Was Gas, and Bol; resulting in a reduction of 30 FTEs out of 107

- Implemented sourcing industrialization through S&CM support for Accenture, DB, FH, and Best Buy with $2.1M annual savings and $4.9M life of contract

- Accenture Procurement Headstart Certification Program (APCP): Served as a driving force to allow professional growth for the all personnel through training and development sessions essential for career advancement in the procurement organization

HONEYWELL AEROSPACE - PHOENIX, AZ

Global Director, Value Added Services (VAS) Product Line 2004–2006

Assumed responsibility in managing profit and loss of Honeywell’s Hardware Product Group global defense and commercial customers; as well as in managing customer requirement prioritization, integrated supply chain service, overall client satisfaction, new program implementation, market strategies, and program management and implementation. Co-pioneered team operations to globalize customer account representative support by transferring order entry and management to India site; including recruitment of 50 call center employees, development of telecommunications, and support of IT operations. Developed new databases and IT tools, including the Pipeline Health Tool, to allow visibility to supply gaps.

KEY HIGHLIGHTS:

- Directed team negotiating strategies to secure various strategic, tier 1, customer business contracts valued in excess of $350M including Boeing Military, Vought, Raytheon, Textron Marine and Land, and Gulfstream

- Led the Central Support Team to allow the seamless integration of new programs, information technology, and hardware services

- Established and implemented Integrated Product teams to utilize program management tools and processes to determine and mitigate implementation risks; thus allowing a near seamless implementation and a 95% voice of customer satisfaction rating

EARLIER CAREER

HONEYWELL AEROSPACE - PHOENIX, AZ

Senior Product Manager – Electronic Controls 2001–2000

General Manager Product Line Manager – Montreal Site 2000–2001

Senior Manager – Production Test 1998–2000

Manager – Continuous Improvement 1997–1998

Manager – Production Engineering 1995–1997

Manager – Large APU Assembly Line 1994–1995

Project Engineer 1993–1994

Sales and Marketing Engineer 1992–1993

Production Liaison Engineer 1989–1992

Production Assembly Mechanic 1988–1989

EDUCATION AND CREDENTIALS

Bachelor of Science in Aeronautical Engineering Technology ARIZONA STATE UNIVERSITY - TEMPE, AZ

Associate of Science in Aviation Technology COCHISE COMMUNITY COLLEGE - DOUGLAS, AZ

Phi Theta Kappa National Honor Society National Dean’s List Scholastic All-American

Aviation Maintenance Specialist Club Officer GPA: 4.0

Airframe and Powerplant Mechanic License ~ Six Sigma – Greenbelt Certification

Design for Six Sigma Certification ~ Lean Enterprise Certification for Leaders

TRAINING

Blackbelt Training (SPC, DOE, MSE, FMEA & Process Mapping) ~ Advanced Leadership - Business Simulation

Kaizen Promotional Office Exchange (Lean Manufacturing) ~ Six Sigma Management Workshop

Advanced Leadership Workshop ~ TQL II Management Workshop ~ Employee Development Rotational Program

Sales Negotiation ~ Proposal Management

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