George Wynn

• Member of the startup and business development team for a USA based outsourcer of bilingual call center services with operations in South America. Also responsible to project manage the implementation of new accounts.

• Led the development of business requirements and functional specifications for a customer self service Interactive Voice Response (IVR) system. Project managed the off-shore development vendor, system testing and implementation. Handling over 800,000 calls a month the IVR application reduced the calls transferred to agents by 60% and created savings greater than $1MM/year.
• VP, Client Services for CorpoTel Inc. - responsible for business development, marketing, sales and relationship management for an IT/Telecom consulting company; also responsible for client implementations of VoIP hosted IP-PBX Telephone Systems.
• Reseller of Telecom Invoice Processing systems for NetResults Inc. and TeleSoft Corp. SFTMcorp was successful in placing the first TeleSoft solution in Florida with a large Miami based call center.
• Purchased the first ABILITA Inc. franchise in South Florida, a consulting group specializing in telecom system reviews and needs analyses to identify efficiencies and cost savings.
• Incorporated SFTMcorp a professional services organization offering Information Technology and Telecommunication project management/consulting services. Clients include Centennial Communications Corp. (Puerto Rico), Applica Ltd. (Black & Decker), National Beverage Corporation, CorpoTel Inc.

• Developed and supported client accounts consisting of more than 1800 call center seats that generated in excess of $150 million in call center revenues and $12 million in IT revenues.Implemented 1200 workstations in 5 call centers over a 3 month period for the nation’s largest long distance telephone provider.
• Senior IT member of the due diligence team for strategic new business acquisitions. Participated in three new acquisitions in fiscal 2001. Post acquisition, managed the integration of the acquired networks and systems with PRC’s corporate network.
• Implemented PRC’s first Oracle Financials based call center for a leading network product reseller. Customized Oracle Financials to support the accounts receivable and contact management requirements. Also provides web-based invoices and billing/collection support with the associated customer service functionality.
• Implemented PRC’s first Siebel client call center for a national energy utility active in the deregulated energy industry. Integrated Siebel with a third-party business-to-consumer (b2c) e-commerce marketplace via a TIBCO middleware hub. Solution also provides the ability to strategically offer back-office functions to other deregulated energy participants.
• Implemented PRC’s first e-business accounts. Integrated e-mail functionality with existing Lucent Definity switches and TCP/IP network. Providing click-to-chat and click-to-talk functionality for client’s existing Web sites. These accounts comprise a variety of e-commerce business models including major on-line auction sites, a travel reservation site, group health insurance provider and a sports site.
• Developed the business requirements and functional specifications for a Java based global airline reservation system. Consolidated over 20 marketing databases providing CRM capability for use by counter reservation agents, frequent flyer program management and marketing departments around the world.
• Designed and developed the network and infrastructure for an annual (1998 thru 2001) nationally televised event for an educational fundraising organization. Provided a 3-tier client server architecture, Oracle front and back end application provisioning and external systems integration for credit card processing for over 600 telephone representatives.
• Managed the Y2K remediation and testing of PRC’s client call center systems yielding zero errors at year 2000 turnover. Created a Y2K testbed to coordinate over 40 discreet accounts of varying scope, complexity, technologies, points of integration and adherence to client mandated end times.

·Promoted to positions of increasing scope and responsibility, during an explosive growth period when Apotex was a $100 million company with 250 employees to its position as a $750 million enterprise with 1200 plus employees.

·Implemented a project and resource management system to document and support Apotex’s research and development processes and address specific action items as a result of a Revenue Canada audit. The system saved $10MM of R&D tax credits over 2 years.