Patricia Kays

Work History

Work History
2007 - Present


Recruited by Applications Solutions Group (ASG) VP to create brand and market presence for $80M systems integration unit in preparation for potential divestiture. Took on additional leadership role to price, market, launch, and channel-manage sales of customizing technical application services. Led creation of comprehensive solutions portfolio that drove process improvement, substantially enhanced product offerings, and implemented effective target market and sales strategies. Manage $2.5M budget. Oversee Marketing Communications, Capture Management, and Requirements Analysis Departments and four direct reports. Conduct competitive and sales trend analysis; generate forecasts.

  • Led management team in development and implementation of strategic three-year plan for systems integration division that clearly defined brand, divestiture execution, ROI, and international sales and marketing strategy.
  • Increased sales leads by 200%+ within nine months of implementing comprehensive solutions portfolio.
  • Enhanced proposal response time by 150% by instituting new sales qualification / capture function that streamlined process.
  • Established stronger national market presence through directing activities that opened up new opportunities in federal government and commercial sectors.
  • Re-energized commitment and turned around lagging morale of the 280-employee Applications Solutions Group by creating and implementing a set of strategic imperatives that redefined the group identity / culture, introduced ROI-based sales and marketing strategies, and elevated performance standards.
2005 - 2007


iCore Networks

Hired to transform Client Services Division of VoIP services company. Participated in strategic planning initiatives as member of senior leadership team. Developed and monitored performance metrics. Created and delivered cross-functional staff training programs. Targeted C-level executives for growth opportunities. Built and managed high-performance account management team of four that developed 450+ accounts; 20% were key—averaging $175K in annual sales each.

  • Reversed customer dissatisfaction and attained a 100% contract renewal rate through effectively managing customer issues / escalations and facilitating substantial improvement of service delivery.
  • Grew annual revenue by $4M (200% above goal) through building a team that occasionally generated more monthly income than the direct sales force, which was three times larger.
  • Increased customer satisfaction by 100% and reduced call center complaint volume through improving customer service processes and developing new user-friendly services, such as customer trainings to ensure ease in use of VoIP technology.
  • Successfully repaired severely damaged reputation with large, high-profile global corporation through collaborative work with CIO—led to new multi-million dollar project to install 2,000 units in 37 offices across the nation.
  • Reduced installation timeframe by 50% through revising / streamlining order and delivery processes.
2002 - 2005


Cavalier Business Communications

Utilized hands-on management approach to reconstruct telephone services sales group of 14 into the top-producing sales team in the Mid-Atlantic region, which they remained over the next three years. Charged with attaining $40K in new monthly recurring revenues (short sales cycle—average deal $500) and 20% annual growth. Managed and grew key accounts.

  • Exceeded objectives for new monthly recurring revenue by 150%; maintained the highest booked-to-billed ratios company-wide.
  • Cumulatively grew number of accounts by more than 130% to a peak of 650+.
  • Won Presidents Club Award in 2004 for achieving highest sales and named Regional Sales Manager of the Year in 2003 in recognition of outstanding sales leadership.
  • Reduced sales order error rates by 50% and average installation turn-around time by almost half.
  • Achieved highest team retention rate company-wide, abruptly reversing the trend in rapid employee turnover.
1999 - 2002


Nortel Networks

Recruited to provide technical marketing expertise to strengthen global carrier infrastructure sales groups for the purpose of increasing revenue and bundling services. Developed marketing strategies / campaigns articulating complex high-end application product value for domestic / international carriers and large ISP customers such as MCI, AT & T, Sprint, PSI Net, and UUNET. Managed geographically dispersed senior sales force of five.

  • Exceeded all overlay sales objectives in carrier sales division while maintaining margin expectations.
  • Provided direction that helped carrier group sales team to exceed all annual quota objectives and close a multi-million dollar sale with Cable & Wireless to upgrade their network.
  • Conceived and launched comprehensive sales and marketing plan associated with sale of Nortel’s Contivity IP-VPN solution for Sprint.
  • Chosen to participate in Nortel’s exclusive Executive Leadership Training Program in association with Harvard Business School (only 40 out of 106,000 employees selected).
1998 - 1999


Global One

Directed all aspects of development and operations of $10M VoFR managed service division. Matrix-managed three international engineering / operations organizations to develop product specifications. Calculated base cost, collaboratively created the international pricing model, and designed / integrated order management and delivery processes. Managed vendor and CPE selection process.

1994 - 1999


Originally hired to manage Enterprise IT operations and LAN / WAN, but promoted to lead business development after successful national product launch of ISP resell model. Managed staff of up to 12.

1991 - 1995


User Technology Associates

Managed helpdesk and LAN / WAN, supporting 750 users for federal civilian contractor servicing the US Bureau of Labor Statistics.