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Global PM Management

Dayton, Ohio, United States
October 01, 2016

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Mobile +1-937-***-****

Dayton, OH, USA


Comprehensive Business Knowledge and Global Vision In:

Global Commercialization Program / Business Turnaround Portfolio Management Product Development Project Management Budgeting P&L Accountability


Over 30 years of providing program management of strategic initiatives including associated change management. Positions include leadership roles for hardware, software, service, and product line management, strategy development, portfolio development, global program management, and operations.

Top line and bottom line management experience comes directly form a career of continuously increased P&L assignments. Direct leadership, matrix leadership, and coaching accountabilities include global, national, and regional management assignments. Business reporting is made to Executive Committees, Country, Division, Partner / Principal, and Manager Levels.

Real world business-value continues to be the focus of a career that plans balance in assignments including strategic planning, business line management, problem analysis, and operations modeling. An emphasis is placed upon understanding the basis of business growth through the specific analytics and initiatives required to generate in a predictable manner.

Management assignments have included responsibilities for people in India, Japan, The Philippines, Switzerland, United Kingdom, France, and the United States. European and Asia / Pacific global improvement teams and executive meetings have included most of the world’s major economies. Largest direct management assignment includes responsibility for 350 professionals.


Successfully led multi-national and cross-functional teams in multiple turnaround business programs for product development groups in the UK, Switzerland, France, Philippines, Japan, and the USA. Organizations totaled over 150 professionals. Three major product lines recovered totaling $300M.

Led and successfully reorganized international outsourcing services firm with 350 professionals specializing in three distinct business models: Information Technology, Supply Chain, and Medical Transcriptions. Company went on to triple in revenue and increasing margins by 50%.

Led cross functional teams to define and launch next-generation global business strategies for global IT Company driving $400M in revenue.

Effectively managed $20M global R&D budget for technical teams in Japan, France, UK, Philippines, and USA.

Resolved 80% of ($2 Billion) enterprise, supply chain problems within (6) months through leadership of European & Asian Quality Improvement Teams in a virtual teaming relationship.

Led multiple client engagements to develop market entry strategies and corresponding execution activities to achieve national presence in 10 months or less.


Strategic planning

Operations management

P&L – budget control

Marketing Mix

Life Cycle Management

Change management

Product line management

Project recovery

Project management


THE ELMO GROUP: 2003 – Present

COMMERCIALIZATION / project management / performance management

Specializing in business performance strategies and project definition, program management activities have emphasized full life cycle management including change management. Strategic and operational projects have been of the nature of startup, restructuring, compliance, and operational improvement. Interesting assignments include:

Serving as President and acting CEO for an offshore business services provider employing 350+ professionals (300 in India), recovered company from brink of closure. This was accomplished while regaining customer confidence, identifying systemic issues, and applying best practice quality, process management, marketing mix drivers, and financial management principles to reposition operations and management team for subsequent triple digit growth.

Serving as business leader, defined and implemented complete commercialization process to translate corporate goal statement into “on the shelf” delivery. Accomplishments: Connectivity electronics firm met goal of launching new line of consumer products into a new market (Retail) within six months from initial decision to invest. Project required market strategy, brand development, business plan funding, project pro forma, offshore design prototypes, offshore manufacturing, onshore assembly and packaging, complete market research cycle, messaging, graphics, training videos, documentation, support, and sales agency collateral.

Serving as business leader, planned and executed the strategic activities necessary to reposition software services firm as a SaaS annuity business. Accomplishments included re-positioning offering through the new SaaS model through Amazon Cloud Services. Also redefined sales process, value proposition, new implementation methodology, contractual arrangements, and released new website. Six new customers were achieved in six weeks at approximately 1 hour of sales activity; previous time per customer was minimum of 2 months.

Serving as business leader for DoD supplier of Knowledge Base Platform for Air Force serving 450,000 airmen. Assignment was to determine plans to migrate offering to a SaaS commercial offer within the context of today’s leading content and collaborative systems. Included exploration of key elements such as curation, search, maintenance, teaming, process, discussion interaction, and activity management.

Serving as program leader for international legal service firm to Goldman Sachs. Projects involve regulatory compliance activities addressing Dodd / Frank Legislation with specific emphasis upon ISDA and FATCA. Requirements involved massive client out-reach campaigns. Focus was upon establishing from the ground up, all elements of an operations center to interact with and conclude new Agreements with entire international client base to enable compliance requirements.

Serving as business leader, repositioned this software service (SaaS) company providing cloud based procurement and e-marketplace solution. Accomplishments: 1) Well-defined next generation solution strategy. 2) Repositioned messaging to clarify value offer. 3) Identification and initial negotiations for acquisition. 4) Restructuring of Bangalore, India R&D, Support, and QA management teams with best practice skill sets, process based activities, and data driven operations management. Also, I expanded the Partner channel to generate new sales funnel of a pipeline of approximately $50 Million; while putting into place an acquisition of key solution offerings to fill in market solution.

Serving as business leader, defined and implemented classic go-to-market activities based upon marketing mix industry best practices and then coached organization through initial implementation. Accomplishment: DoD supplier met its goal of launching new consumer-commercial products within six months from start of engagement.

ARTHUR ANDERSEN LLP, Cincinnati, OH 2000 – 2002

Director Global Client Services

Charged with leading cultural transformation of regional offices from branch operations model to nationally driven business development process supporting the implementation of large and global, account management techniques and principles. Led multiple strategy teams across multiple industries (Banking, CPG, IT, and Telecom) and service lines.

Achieved numerous wins with Fortune 500 Targets exceeding annual goals consistently.

DYNAMIC SOFTWARE TECHNOLOGIES, INC, Cincinnati, Ohio 1998 – 1999

Vice President Product Management, Marketing, and Sales

Led product management, marketing mix, and sales functions in support of state of the art software testing software suite for this startup.

NCR CORPORATION, Dayton, OH 1986 - 1998

Global Product Line Executive Systems Development and Production for Retail Banking – General Purpose – Retail Solutions (1988 – 1998)

Positions included global strategy, business management, global PM for R&D, and quality performance responsibilities for this IT technology global manufacturer. Success required the ability to operate in global matrix reporting environment, and lead through influence as opposed to direct authority.

As a Global PM my responsibilities included both full cycle solution development and recovery projects. Recovery projects were numerous, but those representative of global activities are the following:

oAt Executive Committee’s request, addressed global engineering community’s concerns about cultural limitations to innovation. From the goal statement “resolve this strategic issue” it was my pleasure to develop a holistic - organizational development program and related internal consulting practice to assess and evolve the work environments of 11 of 13 global engineering organizations. Reported results showed some organizations improving in targeted behaviors by up to 40%. Critical activities for this project were:

oAt the Executive Committee’s request, I also served in Switzerland (German Speaking Software Development Center) for a year to recover a software platform directed at financial management. Approximately 150 engineers were involved. Budget, schedule, and quality were well past their multiple baselines.

oAt the request of the SVP of Financial Systems, I was asked to recover a Global Financial Systems Switch. This project was three years late. Release completed in 6 months.

oAt the request of the SVP of General Computing Platforms I was asked to resolve Global Quality issues affecting the shipment of all major systems delivered to clients.

My Team was awarded the Annual NCR Global Quality Award for the percentage of issues resolved within six months.


M.B.A., University of Dayton; Dayton, OH Degree in International Business

B.A., University of Connecticut; Storrs, CT Degree in International Relations and Economics


P.M.I. Certified - Project Manager Professional (PMP)

Masters Certificate, George Washington University / ESI Project Management


Member: Beta Gamma Sigma National Business Honor Society

Member: PMI Project Management Institute

Member: NSHMBA National Society of Hispanic MBA’s

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