PROFILE
• 20+ years of technology development and operations experience in the United States and Europe. Delivered measurable results to support strategic business and financial objectives in a pre-revenue or Fortune 500 environment.
•Increased sales revenue by 20% to 60% with 3 separate acquisitions and improved sales practices.
•Deep experience in the introduction, maturation and operation of mission critical technology. Implemented continuous improvement programs that drove cost-efficiency and defect reduction of 20% to 50%
• Defined and implemented service delivery and product strategies with positive financial and customer results. Experience leading teams of 10 to 800 employees in a CIO or COO capacity with annual budgets of $2M to $200M.
EXPERIENCE
Privately held software as a service (SaaS) company that improves revenue results and reduces sales operations costs. Customers include Cisco Systems, Associated Press, BBC, and Bristol-Myers Squibb.
Chief Operating Officer – (10/09 – Present)
Responsible for sales, product development, account management, and operations. Responsibilities include the following:
-Lead product development, customer service and operations teams.
-Improve sales and business development processes and results.
-Drive efficient sales/business growth
Results – Increased sales by 10% . Established partnershipwith Accenture. Implemented CRM to manage sales and account activity. Improved implementation and account management practices. Established metrics to better manage service delivery operations. Product releases, customer implementations completed on time/budget.
Clearwire
Clearwire (CLWR) is a provider of wireless Internet and phone service. Clearwire operates in over 60 markets and has 1M+ customers in the US and Europe. Clearwire grew its customer base by over 90% rate in 2007. Clearwire uses 4G/Wimax technology and licensed radio spectrum to connect consumers and small businesses to the Internet.
Vice President – Clearwire (7/04 – 7/09)
P&L responsibility for a separate software company (IntraISP) that supplies sophisticated billing and CRM software to customers around the world. Additional responsibilities include leading the customer care team and IT teams at Clearwire. Reported to President. Responsibilities include the following:
-Drive profitable sales growth by more than 30% (from $18.9m in 2007 to $26.7m in 2008).
-Manage budget of $40M with team size of 400.
-Manage and drive unit cost reductions and quality improvements to efficiently grow business
-Execute strategic acquisitions and drive improvements in revenue and margin growth.
-Ensure monthly operational targets (budget, revenue, performance metrics, and software releases) are consistently met
Results – IntraISP was successfully acquired and integrated with as a separate Clearwire business unit in 2007. Acquired additional software company (API) in 2008 to fill a key product gap and further drive IntraISP sales and customer growth. Key customer service metrics (service level, cost, and churn) regularly achieved on a monthly basis.
Terabeam
Terabeam was a venture capital backed startup that designed and manufactured broadband wireless systems (free space optics and millimeter wave technology). Terabeam also created and operated a commercial data communications network that emphasized the use of free space optics equipment in four cities in the United States. Terabeam was an ISO registered facility.
Senior Vice President Business Operations – Terabeam Inc. (4/03 – 6/04)
Responsible for new product development, engineering, procurement, and manufacturing for the company’s portfolio of broadband wireless equipment. Equipment designs typically require precision integration of optics, electronics, software and custom manufacturing processes. Additionally responsible for profitable revenue growth of a separate operating unit that serves the defense industry. Reported to CEO. Responsibilities included the following:
-Grow millimeter wave component revenue stream by more than 50%
-Reduce product material cost and cost of goods sold by more than 20% to drive product margin
-Effectively integrate an acquired company into company core operations
-Deliver new products on schedule with $20m operating budget
-Lead 100 person engineering, manufacturing, back-office and product development teams
-Partner with sales and marketing to implement product quality and process improvements
Results – Increased millimeter wave component revenues by 60%. Implemented a kanban manufacturing system to reduce production cycle times and increase manufacturing capacity. Delivered an improved OC-3/Fast Ethernet product set that reduced material costs by 35%. Drove out of box failure rates to less than 2% and consistently met customer shipment dates. Implemented new production line for millimeter wave product family. Reduced shipping cycle times from a 23 day average to less than 5 day average. Launched new low cost FSO platform on schedule to capture new markets in Asia.
Vice President Engineering – Terabeam Inc. (7/02 – 3/03)
Responsible for engineering and the product development of the company’s free space optics equipment. Reported to COO. Responsibilities included the following:
-Enhance product portfolio by reducing product cost and improving equipment performance
-Deliver products on schedule with 60 person engineering/product development team and $12m operating budget
-Partner with marketing and manufacturing to implement improvements
Results – Delivered flagship OC-3 product 2 weeks ahead of schedule. Developed plan to reduce product cost 35%. Introduced new lower cost product platform for entry into lower bandwidth and international market segments. Implemented plans to double equipment operating range and reduced time to market by 25%.
Vice President Customer and Network Operations – Terabeam Inc. (5/00 – 6/02)
Responsible for the strategy, creation and leadership of all customer and network operations teams. Hired by the former CEO and CIO of AT&T Wireless Services. Reported to COO. Responsibilities included the following:
-National Network, Corporate Network and Field Operations
-Customer Installation Support and Technical Assistance
-Customer Billing, Credit and Collections
Results – Created innovative company service delivery strategy that delivered positive (9+ on scale to 10) customer survey results. Built teams, culture, systems, and processes from scratch based on service delivery strategy. Deployed and operated metro area networks in four cities across the United States. Reduced network launch and operating costs in excess of $1M by rationalizing network equipment and field tools sets and simplifying network operations center. Implemented network sparing system and drove a 25% reduction in inventory. Operations team regularly beat key service level agreement targets such as customer installation times, network availability and mean time to repair. Drove a 20% reduction equipment failure rates by partnering with product engineering and manufacturing to improve equipment testing criteria and capturing equipment failures. Consistently beat annual expense targets by 10% or more each year.
AT&T Wireless Services (1993-2000)
AT&T Wireless was a leading provider of advanced wireless voice and data services and operated one of the largest digital wireless networks in North America. AT&T purchased McCaw Cellular in 1994.
Vice President Customer Systems - AT&T Wireless Services (4/98 – 5/00)
Defined, created and implemented the national call center application portfolio that encompassed the entire customer life cycle. This role involved the leadership of development, deployment and operational support teams (approximately 800 persons) that delivered innovative software solutions to approximately 13,000 users across 30 call centers and 1000 retail sites across the country. Developed a strong track record for building, motivating, and retaining customer-driven teams that delivered on their commitments. Reported to CIO.
Results - Multiple mission critical projects and major system installations delivered to specification on budget/schedule. Teams enabled Digital One Rate product launch, which was a critical driver to company revenue stream. Delivered the company’s first Internet customer care site to provide a scalable and robust ecommerce platform. Successfully converted acquired company’s call centers to AT&T Wireless application portfolio to reduce operating costs. Teams successfully reduced annual operating costs by 10%, while company revenue grew 40% annually. Selected to serve on a board that provided senior executives advice on IT technology and cost reduction strategies for our jointly owned markets.
Director Credit and Activation Systems – AT&T Wireless Services (4/96-4/98)
Responsible for development and national implementation of several mission critical products used to expand operating territories. Deployment involved delivery to approximately 3000 users and 1000 sites across the country.
Results - The products enabled the AT&T Wireless to enter new sales channels via over the air activation, increase revenues by introducing several new features and reduce company roaming costs via over the air programming.
Product Manager - Billing Systems - McCaw Cellular (6/93-4/96)
Responsible for the definition, creation and national installation of a credit limit monitor product. This enabled McCaw Cellular to profitably add new cellular subscribers that the company was previously unable to serve effectively. It was instrumental in reducing company bad debt expense to industry leading levels of less than 2% of revenues.
Accenture (1986-1993)
Accenture is the world's leading management and technology services organization.
Progressive roles in software development and leadership in the United States and Europe.
EDUCATION University of California, Berkeley
Bachelor of Arts - Economics |
