Colin Pitcairn

Colin Pitcairn

Work History

Work History
Aug 2008 - Jul 2009

Manager, Learning & Development

Saudi Oger, Ltd.

Developed new Learning & Development Strategic Plan to more effectively support the rapid growth of the company. Consolidated all training functions within new L&D organization to enable more efficient utilization of training resources.Built a team consisting of 4 first-line managers, 29 total headcount. Achievements:

•Designed and Implemented new Management Development program.Focused on fundamental management skills aimed at improving performance of work teams and individual contributors.Designed sustainability & reinforcement program to ensure effective individual adoption of new skills.

•Conducted initial Needs Analysis, developed Training Plan and Budget. Needs Analysis broken down by Professional, Management, IT, Technical (construction), and Language skills.Initial annual budget to support the training plan totaled $4.6m.

•Established new Assessment & Training Center in Manila, Philippines.Goal was to improve quality of new hires, to be achieved through assessing new candidate skills in-country, and to train to Saudi Oger tools and techniques prior to arrival in Saudi Arabia.Located and negotiated access to a government training center for this joint project, whereby the Philippines would receive new equipment and upgraded skills for their trainers.

•Redesigned L&D processes to support and comply with ISO-9001 Quality initiative.Established new L&D processes corporate-wide to ensure compliance with ISO-9001.This resulted in a streamlined and more efficient use of corporate training resources.

•Re-design of Project Management training curricula to support organisation-wide standardization ofPM & PM tools. Primavera, MS Project, consistent PM processes and procedures to improve resource mobility across the organization.Required close coordination and teaming with Engineering, Construction, and Maintenance Divisions.

•Created new IT Skills Lab. Obtained new facility for the lab, procured new computers and equipment to enable teaching of the latest versions of MS Office, MS Project, Primavera, and AutoCad.

•Developed new Performance Management processes. In support of eventual migration to a Management by Objective performance system, new Performance & Appraisal process was established.

Developed New Hire Induction program.Streamlined and simplified the new hire induction program to improve new hire “time to production” and orientation to Saudi Arabia and Saudi Oger.

•Implemented English Language classes. Primary focus was to improve English skills of the employees who spoke French and Arabic.Evaluated, selected, and negotiated contract for English teachers to staff the initial Phase One project.

Mar 2006 - Apr 2008

Director, ISV Partner Programs

Visual Mining, Inc.

In charge of Independent Software Vendor (ISV) Partner Programs at this leading developer of online dashboard reporting, analytics and data visualization solutions. Manage and support existing client partners, sell to and recruit companies that embed Visual Mining’s software into their applications, and negotiate pricing and terms/conditions for new OEM/ASP contracts; ensure that the Salesforce Management system is current and in sync with Visual Mining’s evolving sales process. Achievements:

• Achieved outstanding results in building existing client base, generating contract renewals, and identifying and securing new OEM/ASP partners. Grew partner base by 20 accounts representing $400,000 in revenues, achieved a 95% renewal rate, and drove an additional $576,000 in revenues by expanding 2 IBM contracts.

Reduced the sales cycle 10-15%by taking on responsibility for performing initial product demos to prospects (typically done by professional services engineers).  Took the initiative to develop a proof-of-concept for a prospect with a short decision timeframe due to lack of engineering resource.

–Built and presented a 5-tab dashboard, negotiated pricing/contract and won their business (average deal of $24,000 with training).

–Conducted numerous other product demos that have resulted in sales wins; recognized as the first sales rep in the company who is able to demonstrate Visual Mining’s products to prospects.

Streamlined and improved the existing multi-step renewal process with only basic documentation in place. Evaluated and revamped the vastly different approaches of the COO and VP of Sales, created one cohesive document as a guide to the renewal process, and added metrics to the Salesforce.com system to better manage touch points with clients.

Took initiative to create new marketing programs focused on clients and prospects. Co-wrote and narrated a 20-minute demonstration of NetCharts OnDemand, a newly released product that is featured on the company’s web site.

Spearheaded first-time training program for NetCharts OnDemand after personally securing contract that was the first significant implementation of this new offering. Provided training via the web/onsite with an emphasis on Adult Learning Principles, created webinars to train ~100 users, and provided user feedback to engineering.

Strengthened employee morale and created a unified winning spirit among teams and between departments by successfully lobbying the CEO to provide additional leadership development training for the management team.

2002 - 2006

Principal

Coretrait

Launched a successful business providing tools that enable companies to improve their talent management processes. Managed all aspects of the business including sales, business development, marketing, alliance/partnership development, and solutions delivery; clients ranged from non-profits and small banks to IT companies.Sample client engagements:

•Significantly reduced high employee turnover, improved employee morale/trust, and increased revenues per fund raising event for an American Cancer Society state Chapter. Created, implemented and assessed a 360 degree Management Feedback Program that delivered one-on-one results, improved managers’ skills, increased employee satisfaction and productivity, and drove ROI of 300+%.

Improved hiring quality 70%, reduced employee turnover rate from 40% to 15%, and enhanced operational performancefor a local mortgage company. Utilized assessment tools to determine uniqueness of top performers and built an initial Job Match Pattern to assess job fit and top performer potential of new hire candidates.

Reduced employee turnover 30% for the B-CC Chamber of Commerce by implementing a hiring assessment program that enabled the organization to better appreciate individuals’ talents and determine their potential fit for success in the position.

2001 - 2002

Senior Account Manager

Oracle Corporation

Brought on board to sell Oracle applications and database technology to Fortune 2000 clients in the Mid-Atlantic region, with an emphasis on revitalizing key account relationships. Managed 75 accounts. Achievements:

•Built a pipeline of $6.8 million (with 2 opportunities of $1+ million revenue), generated $2.5 million in revenue, and identified new business within existing accountsby repairing customer relationships, demonstrating strong technical product knowledge, and improving customer satisfaction.

–Won $2 million in products/services with Riggs Bank by quickly understanding the bank’s problems and providing a solutions roadmap that sold the bank on replacing its antiquated in-house application with Oracle Financials.

–Revitalized a critical relationship with GEICO by identifying and implementing the technical resources to better service their $3 million contract for database and web application server implementation.

–Improved customer satisfaction with Ciena Corporation and opened the door for new opportunities by addressing and resolving their concerns over problems related to manufacturing/financial application upgrades.

Jan 2000 - Dec 2000

Senior Account Executive

EC Cubed, Inc.

Recruited to build the Mid-Atlantic territory and establish a new customer base within the Global 2000 and Commerce market space.Developed and executed a go-to-market strategy focusing on developing alliance partnerships with systems integrators, incubators, and application service providers while at the same time targeting specific accounts considered to have high potential for the offering.Round B funding was not secured, operations ceased December of 2000.

1997 - 2000

Senior Software Account Manager

IBM Corporation

Called on C-level executives, mid-level managers, and software technicians to advance the sale of the entire IBM software portfolio in the Mid-Atlantic region. Managed complex sales cycles with Marriott, GEICO, Carefirst BCBS, Sodexho, Zurich Insurance and other companies that required educating, communicating and translating IBM software TCO value at both the business and technical levels. Achievements:

• Consistently met/exceeded quota. Attained 105% and 117% of quota representing $8.5 million in revenues and $11 million in revenues respectively in 1998-99; awarded 100% Club for 2 consecutive years.

Outpaced a major competitor and captured $450,000 in new revenues with Marriott International by presenting and proving a cost-effective solution for the corporation's data integration problem. Developed a multi-prong approach, built case internally for a data integration (MQSI) solution, and gained support from IBM upper management team to commit needed resources to win.

• Drove over $2 million in revenues by making the case for Lotus Notes over Microsoft Exchange to win at Sodexho Marriott Services. Fostered teamwork with the newly acquired Lotus group within IBM to leverage their expertise in articulating the value of Lotus Notes over Microsoft Outlook. 

Called on C-level executives, mid-level managers, and software technicians to advance the sale of the entire IBM software portfolio in the Mid-Atlantic region. Managed complex sales cycles with Marriott, GEICO, Carefirst BCBS, Sodexho, Zurich Insurance and other companies that required educating, communicating and translating IBM software TCO value at both the business and technical levels. Achievements:

•Consistently met/exceeded quota. Attained 105% and 117% of quota representing $8.5 million in revenues and $11 million in revenues respectively in 1998-99; awarded 100% Club for 2 consecutive years.

Outpaced a major competitor and captured $450,000 in new revenues with Marriott International by presenting and proving a cost-effective solution for the corporation’s data integration problem. Developed a multi-prong approach, built case internally for a data integration (MQSI) solution, and gained support from IBM upper management team to commit needed resources to win.

•Drove over $2 million in revenuesby making the case for Lotus Notes over Microsoft Exchange to win at Sodexho Marriott Services. Fostered teamwork with the newly acquired Lotus group within IBM to leverage their expertise in articulating the value of Lotus Notes over Microsoft Outlook.

1996 - 1997

Senior Account Manager

GE Information Services

Leveraged background in sales training, Salesforce Automation tools, and selling methodologies as a former Instructor at IBM Sales School to help build a new unit from the ground-up that focused on the sale and consulting services implementation of Sales Force Automation solutions.

  • Streamlined quality assurance process, gained in-depth technical product knowledge, and improved cooperation among engineering and development groups by forming a team that was focused on the quality assurance of a new application solution (SalesTrac). Interfaced with vendor developing the solution, instituted product quality assurance testing, learned all specifics of the product for selling, and provided defect documentation to engineering/development team.
1995 - 1996

Federal Account Manager

Lexmark International

Served as the informal team lead of the Federal Sales Team with responsibility for assessing, coaching, mentoring and training a 6-person sales team while managing 6 federal systems integrator accounts (EDS, GTSI, Zenith Data Systems, etc.).

Captured a highly competitive 3-year $10 million contract(50% of the Federal team's annual quota) that opened the door for participation in future contracts valued at $97 million over 3 years.

Achieved cohesion among a young, relatively inexperienced sales team and strengthened their performanceby serving as a trainer, coach and mentor, and by introducing a new sales methodology. Won 2 Director's Awards for sales team coaching, mentoring, and performance.

1993 - 1995

Sales Training Consultant

The Learning Alliance

Facilitated The Learning Alliance course material and participated in development of accompanying software application in fulfillment of several contracts (~$20,000-80,000) for companies in the Healthcare & IT industry, including IBM.

Key team member involved with development and facilitation of The Learning Alliance course material. Aligned materials on consultative selling, account/financial analysis, and competitive differentiation; hired a software developer to create The Advisor, an early Sales Force Automation application, which reinforced both course content and the companies' particular sales methodologies.

1989 - 1993

Senior Instructor

IBM Corporation

Fast-track promotion to become Senior Instructor with responsibility for providing product and sales training to new hires; selected as a member of a team of Instructors that traveled the country facilitating Consultative Selling Skills content from Wilson Learning, and functioned as Class Manager/Instruction Team Lead for classes averaging 2-5 weeks in length.

Developed the class themes/vision for training, scheduled facilitators, and managed every detail of the class from start to finish. Additionally, participated on a Quality Team that was formed to assess course content's effectiveness on the field sales organization - did behavior change produce improved results?

Kept students engaged and involved by utilizing and implementing Adult Learning Principles; demonstrated an ability to integrate and relate students' comments/questions into materials and keep interaction focused and moving toward achievement of course objectives.

1981 - 1989

Senior Account Manager

Prior at IBM

Senior Account Manager - National Federal Marketing Division (1985 - 1989)

Account Manager - Office Products Division / National Marketing Division (1981 - 1985)

Advanced to become a member of a team working on a large RFP in collaboration with EDS (the prime contractor) to upgrade the Army's Military Personnel System. Promoted to the role of Team Leader to manage relationship with EDS and the Army, coordinate work with the IBM Federal Systems Division team, collaborate with the Systems Engineering Lead to develop a winning hardware/software solution, perform competitive analysis and prepare cost proposal within a tight deadline schedule.

Instrumental in winning a 10-year, $343 million contract with the U.S. Army (the Army's largest award for commercial-off-the-shelf equipment to date).

• Produced an additional $18 million in first year of contract to convert all Army Personnel applications to new IBM platforms.

Education

Education

Certifications

Certifications

Certified Assessment Consultant

Profiles International

Certified Facilitator

Wilson Learning, Inc.