VisualCV

Responsible for selling and delivering knowledge management, learning, leadership development and process methodology solutions to global companies.

• Managed customer relationships, contracts, projects, accounts, maintained production schedules, and managed contract labor.
• Engaged with eight partner firms to extend the firm's service offerings: Brightidea Inc., Cambridge Intellectual Property Limited , Communitas Online, Earley & Associates, Procarta, Quoininc, SigmaFlow, and Whatever SA to sell and deliver their innovative knowledge-based service offerings.
• View my consulting biography, description of major projects and qualifications by clicking here.
• Clients include: ATMI, Battelle, Booz Allen Hamilton, Collective Next, Ernst & Young, Fidelity Investments, Ford Foundation, ForestCity, Earley & Associates, L.E.K. Consulting, Moog, Inc, Premier Inc., Prophet, Professionals Services Marketing Group, Southern California Edison, The Omidyar Network, The World Bank.

Responsible for selling and delivering knowledge management, strategy implementation, business transformation, and learning solutions to clients. Led large engagements that enable a company's critical business processes with knowledge and learning. Delivered transformational projects in Oil & Gas, Financial Services, Health Care and Professionals Services.

• Clients include: Allen & Overy (UK Magic Circle Law Firm), BBC, Channel 4, Ofcom, Shell, Serco, UK Department of Health)

Created the Center for Business Knowledge (CBK): a global organization that managed business research libraries, fact-based business research analysis, practice experience and knowledge, organizational learning, and knowledgebase development. Leveraged internal and external information and knowledge sources to accelerate the rate and quality of improvement in E&Y's Audit, Tax and Consulting businesses.

• Developed knowledge management processes to acquire, store, add value and deploy practice experience and knowledge to support client development and the efficient delivery of results in client engagements. Created a knowledge shared service function within the firm (CBK) to manage the process of content creation and rapid knowledge transfer in the audit, tax and management consulting practices.
  

• Built consensus within E&Y on the value of knowledge management and organizational learning. Lead the change management process within the management consulting practice to drive more industry/competitive information and fact-based content into consulting work products.
  

• Member of the firm-wide Knowledge Council and Technology Planning Committee, responsible for the management of all knowledge and technology implementation initiatives in a firm of 30,000 US professionals and 90,000 worldwide professionals.

Managed all internal operations for a practice of 130 professionals billing $24 million annually and growing at 40% per year. Directed human resources, consulting staff training, business research and library management, financial planning and administration, information systems and technology, graphics, office facilities, recruiting, staffing and professional development. Consulted to client senior management on reengineering assignments in financial services, telecommunications and manufacturing.

• Reengineered a large Canadian Telecom's sales, marketing and provisioning process for business customers. In a unionized environment, reduced process cycle time by 60% and headcount by 50%.

• Developed and implemented a reengineering plan designed to change the fund accounting processes in a large mutual fund provider, built procedures and systems that supported a $130 billion mutual fund portfolio. Reduced the client's fund processing costs by 60%.

• Reengineered a large multinational's corporate information system, reducing the cost of centralized computer operations by distributing manufacturing systems to the business units, while rationalizing and centralizing financial and human resource systems into a shared service center.

• Participated on the Symmetrix management board as a member of the Operations Committee which developed and implemented strategic plans.

Promoted from Information Manager to Director for research and analysis, practice experience sharing, and training. Created and managed the firm's research infrastructure, including the research libraries and knowledge centers globally. Created a business research library and the research and competitive analysis techniques to support the formulation of strategy for Bain's clients. Developed and implemented methodologies for distributing problem solving technologies worldwide, including state-of-the-art training capabilities and services which added technical consulting skills to client case teams. Staff responsibility for up to 125 individuals.

Practice Experience Sharing: Continuously improved consulting staff productivity by actively managing Bain's problem-solving technologies. Identified practice areas for development and innovation, creating a worldwide framework for practice experience sharing, training and identification of best demonstrated applications of strategic concepts.

• Created Bain's Experience Center to codify the accumulated problem-solving experience in clients, industries or markets served. Applied information technology and initiated training and seminars to distribute practice knowledge worldwide.
  

Executive Education/Training: Established Bain's training and development programs for executives and consulting staff.

• Created a worldwide strategy for executive training programs. Designed programs to provide key consulting skills at career milestones.
  

• Directed a $10-15 million annual investment in the development of proprietary training materials and technologies, creating state-of-the-art training capabilities for the professional staff and Bain clients.
  

• Designed and directed the implementation of sales training for the worldwide vice presidents group. Sales increases of over 25% are attributed sales training and follow-up activities.
  

General Management: P&L responsibility for IT and market research functions. Created the product and marketing strategies for units charging over $12 million annually to clients.

• Managed three specialty consulting practice areas: Bain Information Technology, Bain Market Research and the training department which sold services directly to clients, augmenting the skills of the consulting staff with a more technical skill set.
  

• Developed strategic business research capabilities worldwide. Designed research facilities and implemented rigorous fact-based business research techniques for analyzing costs, customers, competitors, and organizational capabilities.
  

• Restructured administrative overhead functions reducing costs by over $5 million annually.
  

Corporate Management: Chaired the team of executives responsible for providing administrative and information technology services to worldwide offices and client case teams.

• Directed a process which rationalized fixed and variable office costs, providing management with greater flexibility to manage revenue fluctuations.
  

• Developed internal and external benchmarks of worldwide operational costs providing incentive to reduce overhead costs by 20%.
  

Marketing:

• Developed an analytical method to track and display Bain and Company's impact on client's stock price performance. Chart demonstrating Bain Client Performance

• Directed the development of a marketing database which tracked client Chief Executive Officer and Board of Directors relationships, qualified high priority leads, and tracked company contacts.