Summary

• Seasoned executive with 20 years of increasing responsibility across technology consulting, development & deployment, business strategy, product & service management, outsourcing management• Executed P&L responsibility for program with $100+M budget• Motivated and led team members & partners for complex outsourcing programs• Nominated to HP Focused Development Program for leadership development (one of 50 leaders nominated to 2005 program)• 15+ years of professional project management experience, PMP in good standing, certified since Dec 2003• 9+ years of technical consulting experience

Specialties:

• Outsourcing management, P&L responsibility, product & service management, complex deal negotiation, go-to-market strategies, partnerships and alliances, training, business development, technical consulting, TCO analysis & consulting

Work History

Work History
Apr 2000 - Present

WW Program Manager

Hewlett Packard
WW Program Manager, Imaging & Printing Group

·        Developed & deployed account governance framework & policies to drive higher success of services-led solutions 

·        Leading the development & deployment of P&L management tool & processes for consistent tracking & reporting of financial performance of accounts globally

·        Leading transformation of account managers for higher value service delivery to customers and ROI to HP

·        Leading cross-organizational effort to reduce field costs while improving performance against customer SLAs

Client Manager, Financial Services account, Imaging & Printing Group

·Managed a large, complex outsourcing program for a financial services account

·Executed P&L responsibility for $100+ million budget

·Accountable for Total Client Experience, developing and nurturing executive-level relationships with the Client

·Responsible for account growth, revenue generating opportunities & account renewal strategy

·Responsible for achieving financial targets and managing consolidated revenue, capital and expenses

·Led the development of a vision and long-term strategic account plan

·Planned and directed contracted business activities throughout the contract lifecycle – from business development through account renewal

·Responsible for compliance with HP and Client’s HR, PR, legal, financial, ethics and government related policies, strategies, and processes

·        Contributed to the Client’s business improvement, planning and budgeting processes

Category Manager, MPS Technology, Imaging & Printing Services Organization (IPSO)

·Responsible for life cycle management of HP Service Portal, the portal for HP’s Managed Print Services business – HP Service Portal enables MPS customers and HP Account Delivery Managers to manage MPS contracts and printer/MFP fleets

·Drove business requirements capture, analysis, prioritization and development into functional capability with HP’s IT and software development teams in NA, EMEA and APJ

·Delivered customer end-user and HP Account Manager training on the use of HP Service Portal

·Continually evaluated & refined the end-user experience with HP Service Portal and support processes, and drove improvements with the appropriate development & support organizations within HP

Engagement Manager, Imaging & Printing Services Organization (IPSO) Pursuit Team

·Responsible for validating deliverability of end-to-end outsourcing services solutions, from assessment, through transition / transformation, to ongoing management & support of customer environment

·Ensured that proposed solutions complied with HP’s financial and business objectives & controls

·Assessed pricing strategies, costs, and financial metrics, using financial modeling to identify innovative alternatives and facilitate acceptance of solutions by the customer

·Led contract negotiations and contract development through handoff to transition / transformation team

·Led team of Engagement Managers in the Americas, providing leadership, mentoring, direction, developing and delivering consistent knowledge and skills to Sales/Presales Account Teams across all Areas

·Developed and led a knowledge forum for Engagement Managers across Americas to share knowledge, processes, tools, policies and maintained a forum SharePoint to capture best practices

·Led performance improvements and effort to shorten sales cycles through collection& analysis of performance metrics

·Led development & documentation of Sales Enablement Accelerator Project (SEAP) to drive consistent solution development methodology during pursuit phase, leading to shorter sales cycles

Senior Consultant, Solutions Architect, IPG Services, Presales

·Led technical solution development for IPG Services opportunities

·Established and maintained professional working relationships at multiple levels both within IPG Services, HP and with Customer by developing a core understanding of Customers' unique business needs and competitive challenges

·Interfaced with internal and external/industry experts to anticipate Customer needs and facilitate solution development

·Met or exceeded quarterly revenue, product, customer satisfaction and market share goals for assigned accounts

Senior Project Manager, IPG Services, Delivery

·Planned, controlled and managed implementation of large, complex, Services solutions for Customer projects

·Led cross-functional teams including IPG Services, Customer and subcontractor partners to successfully plan and implement projects

·Led implementations by regular progress status reporting that included Customer, subcontractor and HP team members

·Interfaced with Customer’s and HP’s senior management teams to provide periodic project status reporting

·Acted as the single point of contact for Customer satisfaction and escalations

Continuous Improvement Projects

·Served as key team member for on-going development of internal tools and processes

·Helped develop Excel version of North American pricing tool

·Helped test and transition the Delivery algorithms from Excel to HP’s pricing tool

·Helped develop North American Solution Design Document

·Drove improvements within engagement management team by developing, collecting and analyzing performance metrics

·Mentored fellow Project Managers and Solution Architects

1993 - 2000

Various

NCS

Manager, Quality Resources (July 99 – April 2000)

·Managed a group of 12 software quality assurance (SQA) engineers, product quality (QC) specialists and project management trainers to provide oversight of software development projects

·Hired, prepared and managed department budgets, conducted performance appraisals and mentored staff

·Assessed staff skills to maintain the appropriate level and mix of skills

Program Manager, Year 2000 (Y2K) (April 98 – April 2000)

·Managed Y2K program for three business divisions across five sites

·Developed and managed working relationships between business divisions and functional areas of each business

·Coordinated the work of 14 Y2K team members across various functions to achieve a common goal

·Coordinated the compliance efforts of business units operating under different environmental constraints

·Provided project management oversight, tracking and control of the overall Y2K program

·Represented business units in quarterly reviews of Y2K program progress with senior management

Implementation Manager, E-Rate Project (December 1997 – April 1998)

·Setup call center operations for E-Rate project in under two weeks in order to meet project’s tight operational time line

·Implemented web based data entry system to process financial aid applications

·Provided technical leadership to project team and customer

Program Manager, New Jersey Charity Care Project (December 1996 – December 1997)

·Helped develop winning proposal to the state of New Jersey

·Led the project team during initial development of technical solution

·Developed program team from two business divisions within NCS, including remote software development and training teams

·Provided leadership and support to project team and Corporate legal teams during contract negotiation and protest periods

·Managed project integrity and team dynamics during project shut down phase after customer canceled procurement

Technical Customer Service Representative, Department of Education Title IV WAN Project (September 1995 – December 1996)

·Provided technical support via telephone on installation and use of telecommunications and financial aid software to financial aid administrators nationwide

·Presented technical training at national and regional training conferences

·Coordinated software integration testing efforts for all PC-based software developed for use by post-secondary schools

Project Director, Riverside Publishing Company Product Line (July 1993 – September 1995)

·Managed national and state testing programs for Riverside Publishing Company in Chicago

·Coordinated software development and implementation of customized student testing and reporting services

·Generated revenue and managed costs for multiple projects

·Initiated the development of Lotus Notes-based alert tracking and management system between NCS and customer offices in two locations

·Helped create a forum for development of project management at NCS

Education

Education

Skills

Skills

Management & Technology

Outsourcing management P&L responsibility Product & service management Complex deal negotiation Executing go-to-market strategies Developing partnerships and alliances Developing & delivering end-user technolgy training Business development Technical consulting TCO analysis & consulting