Product Management
Proven record of leading, managing, &
building a PM organization
n
Software
Product Development for CRM
application
- Developed conceptual enterprise
application architectures & application integration technologies
utilizing Web Services technology & protocols;
-
Defined product vision, business case, key product features,
product positioning, and messaging;
- Conducted
technology-oriented market research and analysis & identification of
market opportunities;
-
Formulated product definition, priorities, & refinement
through the entire product cycle;
- Defined
product strategies & developed direction, requirements definition
& prioritization for product planning & rollout;
-
Analyzed market trends, customer needs &
competitive landscape to distill crystal clear product requirements;
- Established product naming, pricing, &
packaging practices;
-
Determined customer requirements &
collaborated with development teams throughout the products lifecycle.
n Product Management Responsibilities
- Interacted with clients to develop new business
& increase existing business through cross-selling;
-
Responded
to proposals & quotations for customers.
-
Served
as key interface between engineering , sales & customers;
-
Participated
with engineering to define new product capabilities;
-
Worked
closely with engineering to ensure high quality standards.
-
Produced
content for technology & product-oriented white papers &
presentations;
-
Worked
closely with development teams &
managed the product lifecycle, including the Beta customers, messaging/positioning & sales force training;
-
Identified
& developed relationships with strategic partners;
-
Communicated
product & strategy to customers & partners.
n Defined
product strategies
- Developed direction, requirements
definition & prioritization for product planning &
rollout;
-
Analyzed market trends, customer needs &
competitive landscape to distill crystal clear product requirements;
- Established product naming, pricing, &
packaging practices;
-
Determined customer requirements &
collaborated with development teams throughout the products lifecycle.
n New
Package Goods Product Development
– Developed strategic &
tactical planning & implemented deployment of new products for
Pepperidge Farm that represented $6 million of additional revenue for
the division.
Building a Telecommunications & Information Technology
Marketing, Sales & Business Development
Organization
n IT
& Telecommunications Strategic Planning
- Results:
Revenue has increased from under $50M to over $980 M.
-
Chiefly
responsible for the formulation & execution strategic planning
utilized to implement the ITS Group television & telecommunications
networks & information technology consulting subsidiaries. ITS Group has grown from a TV small cable company to an
international telecommunications & television services provider.
n Marketing
and Sales organization development -
- Chiefly
responsible for creating & deploying the marketing & sales
organization for the following business subsidiaries with their
respective technologies: MMDS
television network, LMDS Internet Service Provider, SONET/ATM/IP / fiber
optic DWDM Wide Area Network (WAN) & GigaEthernet Metropolitan Area
Network (MAN), DSL, CDMA & GSM cellular & Wireless Local Loops
telephony, Voice over IP (VoIP) International Gateways / eLearning / IT
& Telecommunications Professional Services.
n Profit
& Loss Responsibility -
- Profit
& loss responsibility for management & leadership over Sales
& Marketing & Business Development;
-
Responsible for generating revenue for the Enterprises’ television,
telecommunication & IT business segments.
-
Hands-on program & project management responsibilities;
-
Served
as technical & functional lead.
-
Lead
the business development teams to generate sales from new clients, as
well as to cross sell & up sell existing clients which had the
impact of generating annual revenue over $22 M.
n Leadership
-
- Leadership
& management contributed toward building an effective international
marketing & sales organization consisting of a team of 331 members;
-
Revenue growth - ITS Group increased its annual revenue by over 40% per
year.
-
Total
annual revenue - increase from under $20 M to over
$870 M.
-
Focus on generating revenue & cash flow (i.e., net income or
profitability) by reducing operating expenses and through deployment of
diverse & integration information technologies & business
processes.
n Increased
Enterprise Cash Flow -
-
Provided the leadership & direction, strategic planning, analysis
& deployment of new information technologies for the enterprise,
centralization of data center and integration of diverse systems.
-
Enterprise
Resource Planning (ERP),
-
Customer
Relationship Management (CRM)
-
Enterprise
Architecture Integration (EAI),
-
Data
Warehouse (DW) & Decision Support Systems (DSS).
-
Initiatives
fully integrated Enterprise's information technology systems &
business processes;
-
Results: Much higher
levels of customer satisfaction;
-
Results: Reduced
annual operating costs by 34%, representing $126 M savings in
operating expenses.
New Business Development
n Strategic Architect for generating new business
- Set the strategic
direction for the Enterprise by working closely with other executives in
the ongoing process of evaluating, developing, & implementing the
Company's technology vision & strategy in support of its business
goals;
- Identified emerging technologies & business alliances
that could have a positive impact on the Enterprise’s assets.
Researched the competitive landscape & set the development
"horizon. [ITS Group]
n Government new business development
- Participated as a key team member in acquiring over $21 M of annual
new IT consulting business from government agencies, including
deployment of Oracle Public Sector Financial (OPSF 11i) & CRM, HRMS,
e-Procurement, EAI, Web Services, DW, DSS & custom systems. [ITS
Group]
n New
Product Model
– Created for the
purpose of determining the expected market share, sales revenue &
profitability based on critical marketing variables, such as advertising
expenditures, advertising campaign product position & execution,
product price, competitive factors, distribution channels, shelf space
& other factors.
-
Model was instrumental in acquisition of over $20 M new business for new
package goods products development. [Interpublic Group]
Vision, Strategic Planning & Deployment
n Strategic
Corporate Planning.
-
Formulated the global information technology vision &
strategic planning for information technology & telecommunication
services that was adopted by senior management & the Board. [ITS Group]
-
Deployment of these plans enabled ITS Group to achieve
rapid & sustained growth above 40% per year.
n Strategic
planning & leadership for execution (major business segments).
-
Fiber optic
SONET/ATM/IP WAN & Gigabit MAN networks,
- CDMA2000
cellular & Wireless Local Loops (WLL),
-
MMDS TV,
-
LMDS
ISP,
-
VoIP International Telecommunications
Gateways
-
Information Technology Consulting,
- eBanking,
-
eLearning education
- eCommerce
& Business-to-Business.
- Tesla
Technology University.
n Strategic
planning & leadership results.
-
Enterprise
global annual revenue increased from under
$100 million to over $900 million.
-
Enterprise has expanded from the USA into
new international markets [ITS Group]
-
Centralization of IT data center & integration of business processes
& systems reduced operating cost by 27%.
n Technology
Planning & Deployment
-
Set the priorities, created & implemented plans for
deployment of new technologies.
-
Selection & utilization of
current best practices application development programming, testing
tools, computer systems hardware, storage area network (SAN).
[ITS Group]
n Capital & Operations
Budget Responsibility
- Formulated & administered IT &
Telecommunication capital budget plans & operations budgets for operations,
technology acquisitions & deployment.
-
Annual capital
budget & operations
budget exceeded $250 million. [ITS
Group ]
n Financial Analysis,
Models & Decision Support System (DSS).
– Developed to demonstrate the internal rate of
return (IRR), return on
investment (ROI) &
pro-forma financial projections that would result from centralization IT
& the benefits of adopting Enterprise Resource Planning (ERP)
systems for integration of business processes & financial systems.
[ITS Group]
Leadership
-- Program & Project Management
n Organizational Structure
& Team Leadership
- Created the organization structure,
corporate culture & teamwork leadership, as well as worked closely
with 23 different teams involving 331 staff members to provide hands-on
technical & functional guidance for the successful deployment of new
technologies related to Financials, ERP, HRMS, CRM, EAI, DW, DSS using
Oracle (8i & 9i), Oracle 9iAS, Oracle 11i, OPSF 11i, PeopleSoft 8,
SAP R/3, Siebel 7.
n Project Success
- Work closely with enterprise, operations management & Clients to
design the business processes & DB architecture to insure that their
needs were satisfied with these systems.
All projects were successfully completed within the time-frame
& budget specified & exceeded the IRR & ROI expected.
n Leadership.
- Demonstrated record of leadership in driving enterprise business
values through information and telecommunications technology that
resulted in rapid business expansion in USA & international markets
as well as providing the leadership over providing IT services &
data center operations for internal operations & external consulting
engagements.
n Deployment
of Mission Critical IT infrastructure
- Responsible for program & project management
that developed all of the ITS Group mission critical IT, financial, ERP,
HRMS, CRM, DW, DSS, EAI, B2B & eCommerce infrastructure;
n Principal Consultant
- Program & project management for business & government
clients, including design of business processes & DB architectures,
as well as installation of Oracle, PeopleSoft, SAP R/3. Siebel,
Financial, HRMS, ERP & CRM systems;
n Team Development.
- Responsibility for leading,
managing & developing IT & Telecom training & e-Learning
programs essential for developing technical skills required for the
enterprise & IT consulting engagements;
-
Responsible for planning
& administration of $25 M annual budget for training & eLearning.
n ROI Results:
- Benefits
from this program included attracting & retain top-notch IT talent.
Turnover has been almost zero. ROI
for these programs exceeded 42% annually. Without this training initiative, the Company would not have
been able to increase its external IT consulting revenue from $0 to $320
M over 5 years.
n New Business Development results:
- Substantial IT consulting engagement business was
developed from
government agencies and businesses
-
Leadership over IT consulting division ensured staff had necessary
technology skills required to acquire new engagements.
-
Leadership over teams
permitted projects to be completed successfully within the budgets specified.
- Client
satisfaction enabled acquisition of more business through cross
sells, upgrades & integration of additional systems for existing clients.
-
Financial results: More than $22 million of new
business consulting revenue each year.
[ITS Group]
Start-up
New Business Opportunities – Strategic Planning & Execution
n Internet
Service Provider
– Formulated
strategic & tactical planning & deployment for an Internet
Service Provider (ISP) that grew from 0 to 340,000 subscribers between
1993 – 1996.
- Results:
ISP was spun off & sold for $3,500 per subscriber for a
substantial gain to ITS Group.
n External
Consulting Services Organization
-
Formulated strategic & tactical planning & implementation for
creating an IT consulting service.
Annual revenue from this business segment has increased from $0
to $320 M over 5 years;
- Directly responsible for generating between $20 M
- $30 M annual consulting revenue from business & government
agencies; P/L
responsibility for business unit. [ITS Group]
Mission
Critical IT Infrastructure
n Business Process Design
- Participated in the business process design, database architecture,
programming & project management over most FedEx mission critical
systems & applications. [FedEx]
n Strategic Corporate Planning
- Formulated strategic planning
-
Developed DSS, DW, forecasting, finance analysis, operations budgeting, capital
budgeting for major projects.
-
Designed & implemented
models, systems & business processes that represented mission critical IT infrastructure.
-
Results: Enterprise achieved rapid & sustained growth. [FedEx]
n Examples
& Results
- Participated
in creating most strategic corporate planning & decision support
systems for FedEx that were significantly instrumental in the company's
large growth in package volume and sales revenue.
- Examples:
Package tracking, super-hub project, budget planning &
control, capital budgeting systems.
-
Results: 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. [FedEx]
Human
Resources Management Systems
Program Management & Deployment
n HRMS
Project Management
- Configuration, design
& implementation of Human Resource Management Systems (HRMS) for the
Global Enterprise & its subsidiaries.
[ITS Group]
n Business
Process Design
- Designed business
process for global projects requiring detailed knowledge of operating
division environments & extensive use of PeopleSoft to support the
strategic direction for HR systems & project development.
n Leadership
- Provided leadership & direction for
interfacing with senior HR executives on a global basis & worked
with them to design & introduce HR transformation functions for
successful execution of HR global strategic plan.
Information
Technology Architecture Initiatives
n Strategic direction of information architecture & integration of
business processes
-
Provided across the Enterprise & Client organizations.
n Functioned as the chief information
technology architect.
-
Function
of internal & business development tasks.
n Architecture and business strategy.
- Lead teams in defining and designing architecture
strategy in conjunction with business strategy that interfaced with
& developed common solutions with other IT & business areas
focused on applications, data & infrastructure needs related to
major systems development initiatives, including website and
distribution channel management system.
n Strategic Enterprise Direction.
- Set the strategic direction & formulated
a consistent systems development methodology to be implemented across
information technology infrastructure with a focus on business process
engineering enabled by technology.
n Technology Strategic Planning.
- Major strategies were formulated by me &
approved to invest in technology to transform communications &
business processes with distribution channels & end consumers.
n Project Leadership.
- Responsible for leading project teams for execution
of strategic solutions framework for information technology architecture
across business applications, middleware, data, security and
infrastructure.
n Business Objectives.
-
Managed planning & execution of information
architecture initiatives to support attainment of business
objectives.
-
In achieving
these objectives relationships were established which influenced planning
& direction for information systems technology changes across
service organizations.
n Organizational Leadership.
- Built, lead & managed a virtual team of
technical architecture resources in a consulting “pool” so that
resources were directed in line with priorities & teams were managed
to specific deliverables.
- Provided
vision & leadership that deployed the use of IT architecture
across the company. -
- Consulted on all major architecture decisions
and initiatives with corporate and operations senior management.
- Facilitated
communication &
understanding of IT architecture across the Enterprise’s
operating divisions & subsidiaries.
Software
Development Lifecycle Management
n Actively managed & lead teams through
full software
development life cycles.
- Provided
technical & functional leadership instrumental in successful
completion of over 60 large scale complex mission critical projects.
n Continuous mentor & development
of team members.
- Delegated increased responsibilities to staff and
provided education to enhance technical skills.
- Worked
closely with staff for designing business processes for integration of
systems, database & architecture.
-
Leadership over business process design to ensure staff
understand the technical & functional requirements.
n Example of complex
telecommunications project.
- Complex management system was designed
to
integrate MMDS, LMDS, CDMA, VoIP business processes, ERP & CRM.
-
Actively participated in providing technical and functional guidance
for facilitating changes in operating
divisions.
-
Project brought centralization of financial and
customer databases to the Enterprise.
-
Utilized to provide strategic
planning, decision support systems, financial analysis, forecasting and
corporate financial management functions to the enterprise and its
operating divisions.
-
ROI exceed 65% & resulted in more
effective strategic planning, decision-making & operations
management.
Enterprise
Application Integration (EAI)
n EAI Design
- Forumlated &
designed requirements &
specifications for EAI functions across process areas and operating
divisions.
-
Created mission critical systems
architecture & engineering standard EAI services, application &
component interfaces.
n Formulated usage & implementation standards
- Designed & developed usage
and implementation standards for the shared EAI services to meet the
Enterprises's strategic needs and durable interface definitions for
integrating applications.
n Created Quality of Service Program
- Create QoS organization to ensure compliance with the new Enterprise Application and Technical
architecture.
-
Program
initiative provided quality control over new applications.
-
Results: Comprehensive quality improvement programs that
involved every operation.
n Created close working relationships with production
-
Ensured quality service activities were implemented from basic functional level up through all levels of
Enterprise.
n Established QoS Monitoring Organization structure
-
Required to oversee quality improvement activities involving
change management, new development, process improvement, performance
measurement, analysis & reporting.
-
Results:
Organizational changes caused overall quality
service to improve in every aspect of the business.
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