ITS
Group Inc. West Palm Beach, FL 33414
(May 1985 to present)-
Core Businesses: Telecommunications Service
Provider (fiber optic SONET/ATM. CDMA2000 & VoIP), MMDS & LMDS Television
& ISP Networks, Information Technology consulting:
Positions
Held:
Exec
VP CIO /
CTO -- (Oct2000-Present)
VP–Sales,
Marketing and .Business
Development
-- (Jun1997-Oct2000)
VP Program & Project Management (technical &
functional lead) --(Jun1995–Jun1997)
Director Database Administration
& Applications -- (Sep1993–Jun1995)
Senior Product Manager / Principal Consultant -- (Apr1990-Sep1993)
Senior
DataBase Architect / Applications Developer
--(Oct1987–Sep1993)
Systems Analyst / Business Analyst.
-- (May1985-Oct1987)
n
Significant Functions.
---
Served in diverse positions that had cross-functional responsibilities.
---
Participated as a key member of senior management for its enterprise
wide IT & telecom infrastructure.
--- Program
management with P/L responsibility.
---
Visionary & lead strategist in planning, development &
deployment of IT & telecom technology, organization structure &
infra-structure.
n Vision,
Planning and Execution for starting up new business opportunities.
---
Envisioned the potential of the internet early in 1992.
---
Formulated & implemented strategic business plans for deployment of
Internet Service Provider (ISP) that operated in USA & international
markets.
---
Result: ISP business grew to over 360,000 subscribers and was sold for a
value of $3,500 per subscriber
n Program
& project management.
---
Served as technical & functional lead
for 67 large IT and telecommunications projects.
---
Manage IT staff
of 331 personnel that developed all of the mission critical IT,
telecommunications & strategic planning infrastructure.
---
Successfully lead functional & technical teams
for product development & project management through entire software
development lifecycle.
n
n Leadership in driving enterprise business values
by
c--- Created organizational & technical & functional Information
Technology, Telecommunications and Television infra-structure that resulted in rapid business expansion in USA &
international markets.
n
n Strategic
Planning.
---.
--- Formulated the global vision & strategic planning for IT
& telecommunication infrastructure
---
Enabled Enterprise to achieve sustained growth above 40% per year &
average incremental cost savings beyond $17 million per year.
--- Strategic planning &
leadership significantly contributed toward increasing annual revenue
from under $100 M to over $870 M over 10 years.
n
n Program
/ Project Management & Principal IT Consult.
--- ---
Planned, Initiated, trained consulting staff consisting of 331 members
for the new IT consulting business subsidiary.
--- Revenue increased from $0
to $220 M annual revenue over 5 years.
--- Identified
B2B, e-Commerce, ERP, EAI, CRM, DW & DSS opportunities;
--- Program /
project responsibility over 20-25 teams consisting of 12-34 members.
n
n New
Business Development for IT Consulting business segment
---- Result: Generated & closed consulting engagement over $22
million annually.
--- Result: IT Division revenue increased from $0 to $330M.
-- Provided
leadership & direction for delivering expert consulting services to
Companies & Government Agencies;
--- Cross-selling and up-selling focus
on Business-to-Consumer (internet), Bus-to-Bus (extranet), &
Business Value Network (intranet), ERP, EAI, CRM & Web Services
solutions to enable clients to fully leverage the web & achieve
rapid market presence & large ROI.
n
n Profit/Loss
Responsibility
---
P/L over IT Consulting subsidiary.
--- Administration & management over $140 M IT operating budget and
$380 M capital budget.
--- Evaluated & identified appropriate solutions & negotiated
contracts with vendors & clients.
n
n CTO enterprise wide technology architecture program
----
--- Research, analysis, and planning for new information technologies
that were deployed for enterprise.
--- Examples: Deployment of SAN and centralization of IT resulted
in 53% reduction in IT operating expenses.
--- Result;
For the global enterprise total operating expenses decrease 23%.This was
directly reflected on the bottom line financials.
n
n Strategic
solutions framework for IT architecture
---
Organization leadership and initiative undertake across business
divisions, applications, middleware, data, security and mission
critical infrastructure enabled the Enterprise to integrate Enterprise
Resource Planning (ERP), Customer Resource Management (CRM), Data
Warehouse (DW) and Decision Support (DSS) systems to attainment of
business objectives and changes
across service organizations.
n
n Enterprise
Application Integration (EAI)
--–
Formulated requirements & specifications for EAI functions across
process areas & operating divisions to provide mission critical
systems architecture & engineering standard EAI services,
application & component interfaces.
--- Designed
& developed usage & implementation standards, J2EE, XML &
Web Service for shared EAI services to meet strategic needs &
durable interface definitions for integrating applications.
Federal
Express Corporation
Memphis, TN 38194
Jun1978-May1985
Positions Held:
-
Operations Research Systems Analyst,
-
Financial Systems Analyst,
-
Project
Manager,
-
Applications Developer.
Primariy
Responsibilities:
-
Primary responsibilities were directed toward strategic business
planning and operations research analysis.
-
Models and applications were developed to provide mission critical
infrastructure and for planning and decision making for critical large
scale capital expenditures
-
Strategic planning projects included expansion through out the USA and
into global markets, package tracking system, construction of the
superhub, planning and capital expenditures for air craft fleet and
ground fleet, fuel management system, forecasting package volume by
origin-destination, enterprise budget planning system, new products,
such as overnight letter, and courier pak.
Secondary
responsibilities:
-
project management,
- Design & implementation of mission
critical IT infrastructure,
- Data Base
Administration,
- Systems analysis,
- Financial analysis
- Database
architecture,
- Design of critical business processes,
- Creation of
operations research models for strategic planning,
-
Forecasting &
operations management.
Results oriented
performance:
Participated
on teams that provided all the strategic planning and decision making
functions for senior management. As a result strategic & tactical corporate planning
and decision making enabled FedEx to expand its business throughout the USA & international areas,
introduce new products, improve operations efficiencies & reduce
operating costs. Perhaps the most important result was no
expensive bad decisions were made, which enabled the enterprise to
achieve substantial growth of revenue and income.
n
Strategic
corporate planning
- Formulated strategic planning & provided project management for
the implementation of most of FedEx’s mission critical IT
infrastructure that enabled the Company to achieve rapid and sustained
growth – i.e., During this period package volume increased from under
20,000 to over 500,000 packages per night and sales revenue increased
from under $30 million to over $3.7 billion per year.
Examples include the package tracking, super-hub project, budget
planning & control, capital budgeting systems.
n
Functional business &
Information Technology diversified experience -
Participated in all aspects of development & deployment of corporate
Information Technology infrastructure, business processes and operations
systems required for corporate growth.
Without these systems FedEx would not have been able to achieve
its sustain substantial growth rate.
n
Decision Support Systems (DSS)
& Data Warehouses (DW) created for senior management
decision making
resulted in preventing many unprofitable decisions. Many proposed
projects were rejected and replaced with decisions that were were
implemented and proven to be very favorable to the enterprise's bottom
line. These
models contributed substantially to FedEx’s success.
A bad decision in this early period would have been disastrous
for the Company
Pepperidge
Farm, Inc. Norwalk, CT
May1976-Jun1978
Core
business: major package goods marketing company that manufactures food
products.
Position:
Product Manager
n
P/L
Responsibility
- Profit/loss responsibility for a $40 million division.
n
New Product Development
- Created the strategic & tactical market planning for three new
product lines & managed their implementations. As a result incremental
revenue increased by $12 M over 2 years.
Interpublic
Group of Companies, Inc. New York, NY Jan1973-May1976
Core
business::
Interpublic
Group is a large international advertising agency.
Positions
held:
Director
– Strategic Marketing & Advertising Planning
Media
Planner,
Copy Writer,
Account Executive.
Responsibilities:
-
Created & implementing marketing planning
-
Formulated advertising
campaigns for packages goods products.
-
Interacted with clients to work out budgets and marketing execution.
-
Developed media planning and computer models that made delivery of
advertising more effective.
n
Presentations – Effective &
persuasive presentations were made that enabled the Company to increase
the advertising billing revenue from existing clients by more than $40
M.
n
New
Product Development
- for new products, such as Miller Lite Beer, Tab, Sprite.
n
New
business development
– prepared marketing / advertising plans that resulted in acquisition
of $27 million of additional billing revenue.
n
Media
planning model
– Created a media planning computer model that enabled optimal
allocation of media expenditures by market and target segments. Using this model for media planning resulted in increasing
the market share for Coca Cola products by 2%-5% in most markets.
Captian
Nov1967-Feb1972
USAF
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