Scott Schulz

Scott Schulz

Summary

An energetic, client-focused IT sales and operations executive with a track record of developing mutually beneficial business relationships to generate revenue while also improving customer satisfaction.

  • Demonstrated capability in selling, negotiating, and closing over $100M of new business in managed services agreements.
  • Broad experience in the management of all towers of an information technology operation. 
  • A collaborative manager who leads by example to achieve tangible and measurable business results.

Work History

Work History
Jun 2005 - Apr 2009

Client Solutions Executive

IBM Global Technology Services

Developed new business relationships with client executives. Negotiated long-term services contracts resulting in over $100M in new business.  

  • Led high-performance teams of technical and business professionals to develop customized, one-of-a-kind solutions that solved strategic business problems.
  • Developed and negotiated a 5-year outsourcing contract with a steel manufacturing and recycling company for infrastructure and Basis support for a Global SAP deployment.
  • Led an international team to develop a proposal and technical solution for a global IT operation resulting in a 7-year contract for strategic outsourcing services with a global real estate investment company.
  • Developed and won an MPLS Global Wide Area Network (WAN) services contract which replaced the incumbent transport provider for a technology solutions company that services clients in 170 countries.
Mar 2002 - Jun 2005

Project Executive

IBM Global Technology Services

Led a 50-person team that delivered IT infrastructure and application services for a global commercial real estate management company.

  • Increased contract revenue 10%-15% each year by expanding the scope of services
  • Raised Customer Satisfaction 10 percentage points by implementing improved governance and communications at the executive/strategic tier of the relationship.
  • Consistently achieved or exceeded all service level agreements by focusing on continuous improvement, root cause analysis, and team communications.
  • Selected to work with new business sales engagement teams. Collaborated with customer executives and stakeholders to develop a governance model that aligned with business and relationship requirements. Performance in this role led to the (rare) promotion to Client Solutions Executive.
Mar 2001 - Mar 2002

Executive Project Manager

IBM Global Services

Reported to the Americas General Manager as member of a small team of experienced service delivery leaders focused on improving business results of financially troubled contracts.

  • Reduced the cost of service delivery on key accounts up to 30% by leveraging centralized and consolidated functions.
May 1995 - Mar 2001

Executive Project Manager

IBM Global Services

Assigned to several leadership positions on a $2.2B strategic outsourcing contract operation at a regional telecommunications company:

 Manager of End to End Availability

  • Directed a 100-person team in an ITIL based organization, reduced the number and the impact of system outages, and improved overall system availability 48% year to year by applying quality management (TQM) principles and measurements to the IT operation.

 Project Office Manager

  • Established and managed the program management office (PMO) for a $200M end-user support operation including, performance reporting, financial management/reporting, and managing contract deliverables. Negotiated and managed contracts with subcontractors and vendors.

 Order Desk Manager

  • Led a 20 person team that processed over 300 orders per week for workstations, software, and changes for a user base that covered 5 states and over 20 locations in a non-standard environment.

 Software Portfolio Manager

  • Reduced the cost of software licenses and maintenance by over $2M through negotiating new licenses, restructuring existing licenses, and leveraging IBM buying power.

 Transition Manager

  • Led the transition of IT operations and personnel from an outsourcing agreement to an in-house delivery model after acquisition by another telecommunications company.
Jun 1989 - May 1995

Technical Support Manager

IBM Corporation

Several management positions supporting IBM sales and service personnel in the Midwestern Region and managed several high-profile national projects. Assignments included Customer Satisfaction Process Manager, Critical Situation Team Manager, IBM / Kodak Joint Venture Implementation Manager, Pennant (IBM Printing Systems Company) Implementation Manager, Curriculum and Course Developer, Instructor, Technical Assistance Group (TAG) Manager for Large Systems, and  Implementation Manager for a strategic acquisition (Brokerage Services).

Aug 1984 - Jun 1989

Field Manager

IBM Corporation

Managed several teams of field engineers and support specialists delivering repair and maintenance services to IBM Customers in downtown Chicago and southern suburbs.

Jan 1977 - Aug 1984

Field Engineer and Senior FE Specialist

IBM Corporation

Maintained IT systems for largest customers in the Chicago area. Promoted to support IBM executives and business operations in the Midwestern Region.

Education

Education
Sep 1974 - Jun 1976

Electronics Technology

DeVry Institute of Technology

Certifications

Certifications

IBM Certified Professional - Project Management

IBM

Masters Certificate in Project Management

George Washington Universtiy

Project Management Professional

Project Management Institute