Success Highlights

  • Revenue and Profit Growth: Increased realized billable rates 15% in two years. Increased gross profit for professional services team by 16%.
  • Building Virtual Teams: Instrumental in growing regional channel partners participating in services program by 250% over 18 month period. Developed process that helped partners grow vendor certifications by 500%.
  • Strategic Operations Development: Led convergence of two independent engineering teams into a single entity reducing operational costs by 12% while boosting productivity by 10%.
  • Customer Service: Established standardized project execution methodologies to ensure exceptional and consistent standards of delivery to customers. Eight consecutive years of customer loyalty scores exceeding targets.

Summary

Dynamic 20-year technology-centric career reflecting innovation and proven success in Channel Development, Professional Services, Technical Help Desk, Engineering Management, Telecom Field Operations, and Program Management. Strategically-focused with exceptional leadership skills. Effective at building high performance teams and leading change in competitive business environments.

Work History

Work History
Nov 2009 - Present

VP/General Manager - Raleigh

tw telecom

Direct and oversee business operations, market business plan, and sales management, staff, and their activities in Raleigh, Durham, Fayetteville, and surrounding areas.  Ensure targets for sales, revenue, and customer growth, retention, and satisfaction are met, while leading and advancing corporate business, sales, and financial goals.

Oct 2007 - Nov 2009

Area Service Partner Manager

EMC

Successfully manage and grow EMC partner channel base across Mid-Atlantic and Southeast regions. Currently responsible for success of 30+ partners.

Key Achievements

  • Significant involvement with other channel team members to grow regional partner base from 12 to 31 in 18 months.
  • Initiated new process that enhanced partner’s capability to complete specific EMC certifications. Process was adopted and used across North America. Channel Certifications grew by 500% over 18 months.
  • Appointed as Quality Liaison for North American Theater to develop enhancement to existing partner quality program. Actively worked with other theater team leads and engaged with third party survey company to initiate upgrades.
  • Regional task leader for regional initiative to grow partner’s presales capability
Aug 2005 - Aug 2007

VP Professional Services

NWN

Senior Operations Executive with full strategic planning, execution, and P&L management responsibility for $7M services division. Reported directly to the CEO.

Key Achievements

·Reshaped the operations structure resulting in increased sales pipeline and reduced turn-around time for presales requests

·Implemented performance planning and feedback sessions that reduced turnover by 70% 

·Continuously met team utilization targets across six practices while meeting technical certification requirements across 70 unique objectives

Oct 1995 - Aug 2005

General Manager

Sprint

General Manager – Technical Assistance Center (2003-2005)

General Manager – Advanced Implementation Team (2001-2003)

Regional Operations Manager (1999-2001)

District Operations Manager (1997-1999)

Data Project Manager (1996-1997)

Data Engineer (1995-1996)

Key Achievements

  • Number one region five consecutive years for revenue and gross margin attainment
  • Spearheaded telecommunications infrastructure provisions for 1999 U.S. Open in Pinehurst, NC
  • Decreased turn-around time for presales requests by 25% through standardization of processes and product offerings 

Education

Education
1994 - 1996

MS

1984 - 1989

BS

Skills

Skills

Leading Teams

Encourage and motivate team members to achieve a goal by listening, being persuasive, and offering insight and positive feedback.   Challenge the process - First, find a process that you believe needs to be improved the most. Inspire a shared vision - Next, share your vision in words that can be understood by your followers. Enable others to act - Give them the tools and methods to solve the problem. Model the way - When the process gets tough, get your hands dirty. A boss tells others what to do, a leader shows that it can be done. Encourage the heart - Share the glory with your followers' hearts, while keeping the pains within your own. Kouzes, James M. & Posner, Barry Z. (1987). The Leadership Challenge. San Francisco: Jossey-Bass.

providing customers with great service

My principles for great customer service   Know who is boss. Be a good listener. Identify and anticipate needs. Make customers feel important and appreciated. Help customers understand your systems. Appreciate the power of "Yes". Know how to apologize. Give more than expected.  Get regular feedback.  Treat employees well.

summarizing information

coaching individuals

interacting with people at different levels

Gain the trust and confidence of team members

Based on some guiding principles   Know yourself and seek self-improvement - In order to know yourself, you have to understand your be, know, and do, attributes. Seeking self-improvement means continually strengthening your attributes. This can be accomplished through self-study, formal classes, reflection, and interacting with others. Seek responsibility and take responsibility for your actions - Search for ways to guide your organization to new heights. And when things go wrong, they always do sooner or later -- do not blame others. Analyze the situation, take corrective action, and move on to the next challenge. Make sound and timely decisions - Use good problem solving, decision making, and planning tools. Set the example - Be a good role model for your employees. They must not only hear what they are expected to do, but also see. We must become the change we want to see - Mahatma Gandhi Know your people and look out for their well-being - Know human nature and the importance of sincerely caring for your workers. Keep your workers informed - Know how to communicate with not only them, but also seniors and other key people. Develop a sense of responsibility in your workers - Help to develop good character traits that will help them carry out their professional responsibilities. Ensure that tasks are understood, supervised, and accomplished - Communication is the key to this responsibility. Train as a team - Although many so called leaders call their organization, department, section, etc. a team; they are not really teams...they are just a group of people doing their jobs. Use the full capabilities of your organization - By developing a team spirit, you will be able to employ your organization, department, section, etc. to its fullest capabilities.  

collaborating ideas

negotiating/arbitrating conflicts

Certifications

Certifications

Associate Certified Coach (In progress)

International Coach Federation
Jan 1995 - Present

Professional Engineer (inactive)

State of North Carolina
Jun 2009 - Jun 2010

EMC SE Accreditation

EMC
Jun 1993 - Jun 1999

Registered Communication Distribution Designer

BISCI