BUSINESS EXPERIENCE:
BANK OF AMERICA, Charlotte, NC 2002-2005
SVP Customer Experience Integration Executive (2004-2005)
Reported to the Enterprise CRM Executive. Formed team of 22, with eight direct reports, responsible for CRM strategy for all business units, implementing CRM pilots and new sales process support technology.
SVP Process Design Engineer Executive, Quality & Productivity (2002-2003)
Reported to Customer Satisfaction & Loyalty Executive. Knowledge management leader for enterprise understanding and support of customer satisfaction goals and strategy. Along with CEO Ken Lewis, earned Six Sigma Green Belt on joint project to improve the problem resolution process for customers.
PEPPERS AND ROGERS GROUP, Norwalk, CT 2000-2001
Senior Consultant
Client engagements with Ford (Asia Pacific Region), U.S. Cellular and Anthem Insurance to lead their senior management through formation of CRM roadmaps to grow business from best customers. Leader of internal COE to create new methodology on customer experience mapping. Responsible for new business development, winning $1.3M in new work.
PALMER JARVIS DDB, Toronto, Ontario (An Omnicom Agency) 1999-2000
VP Integrated Brand Management Group (2000)
Responsible for integration of agency disciplines (brand, direct and web advertising) for clients Telus, Purolator, Insurance Corporation of British Columbia and Quick.com.
VP Direct Marketing (1999)
Formed agency’s first direct marketing division. Charged with full P&L for Toronto and Vancouver offices. Grew billings to $2.2M in 12 months. Negotiated a strategic partnership with Rapp Collins Canada to expand staff and service offering.
TAYLOR / WORRELL / MYERS, Toronto, Ontario 1998-1999
Partner, Direct Marketing Lead
Equal partner with former President and Creative Director of Donor Canada; built the business to $1.2M with clients Bank of Montreal, Hallmark, Schering Plough and American Express Travel. Acquired by Palmer Jarvis DDB after 10 months.
INDEPENDENT MARKETING CONSULTANT, Toronto, Ontario 1995-1998
Built $200K annual billing base working with Wunderman and Donor Canada to win and lead their AT&T and Purolator accounts, plus other brand strategy assignments from Telus and Clearnet.
EARLY CAREER EXPERIENCE:
Pacific Bell and Foote Cone & Belding, San Francisco, CA; United Telecom and Modern Merchandising, Kansas City
SELECTED ACCOMPLISHMENTS:
Customer Relationship Management
* Responsible for selection and design of new sales force automation technology to support 1250 business banking sales associates. Following the Six Sigma DFSS process, the Siebel technology was tested and deployed nationally in a record six months and earned Green Belts for six associates with projected 5-year NPV of at least $20M.
* Spearheaded the testing of new sales lead management in two business units supporting core sales processes. Negotiated the contract with IBM Business Consulting and MarketSoft to test new functionality with 250 banking centers focused on selling first mortgage loans and small business banking services. Both projects followed the Six Sigma DMAIC process and allowed three associates to earn their Green Belts.
* Leader of the “1to1 Blueprint” Center of Excellence charged with methodology development, employee skills training and integration with five other COE’s. Managed 19-member team in development of "Touchmapping" techniques to analyze the customer lifecycle experience, customer interactions, business support processes and data technology. Recommendations were bottom line focused: eliminating costly redundancy, shifting interactions to lower cost channels and cross-selling to maximize profit. Team supported the majority of client assignments and delivered client cost savings ranging from $1.5M (Mazda) to $341M (USPS) in the first year.
* Conducted CRM Workshops for cross-functional client teams educating them in strategic refocusing of business around best customers. Formulated CRM Vision Statements and detailed CRM Roadmaps from extensive executive interviews, available customer research and workshop outcomes.
Sales & Service Process Enhancement:
* Conducted in-depth analysis of 356 consumer and small business products distributed across six channels, identifying gaps and strengths. Complemented this with an inventory of all sales and service project initiatives across these products and channels to identify redundancy and siloed solutions.
* Formed and led a 40-member Distribution Governance team to identify and prioritize cross-channel processes and initiatives that required integrated project leadership. Served as team lead on two resulting projects to design a New Account Opening process and Service Delivery Model for consumer and small business banking.
* Chosen to lead Bank of America CEO Ken Lewis’ Six Sigma Green Belt project on Escalated Complaint Resolution and became certified September 2002. Project protocol is proven to delight 2x more customers and has been expanded to 15 call center work groups and web enabled for greater efficiency. Sigma level has gone from 1.05 to 1.99.
* Certified in the practice of Benchmarking and led projects identifying best practices in customer satisfaction at Ritz Carlton and Enterprise Rent-a-Car; in the integration of marketing communications at Bell operating companies; and in knowledge management at Kodak and Xerox.
* Formed four Communities of Practice at Bank of America focused on accelerating customer delight and retention improvement enterprise-wide.
* Launched Purolator.com channel that exceeded all company goals for adoption and usage.
Direct Marketing & Brand Advertising:
* Involved with brands recognized worldwide: Bank of America, American Express, Bank of Montreal, Anthem Insurance, AT&T, Pacific Bell, Telus, United Telecom, Ford, Purolator, Hallmark, Fuji, Schering Plough, California Raisin Advisory Board and Teledyne.
* Served at agencies recognized worldwide: Foote, Cone & Belding, Wunderman Cato Johnson, Doner and DDB.
* Hired to form and lead the direct marketing division of DDB in Canada. Charged with full P&L responsibility for offices in Toronto and Vancouver. Grew billings to $2.2M in first year. Then expanded the agency by negotiating a strategic partnership with Rapp Collins Canada and a data management firm to expand agency service offerings and grow staff from 8 to 38.
* Experienced in corporate rebranding: Launched AT&T in Canada (formerly Unitel) as direct marketing lead of the agency team that formulated brand positioning and customer acquisition strategy. Actively involved in consumer research design and analysis to guide business and consumer brand strategy. Acquisition strategies involved sophisticated offer and creative format testing for direct mail, DRTV and newspaper.
* Experienced in product launch: Launched the Pacific Bell VISA card with Household Bank as marketing lead. Launched the first pre-paid calling cards at Pacific Bell, involved in product design, sales and usage promotions. Also partnered with American Express on a calling card promotion that broke all card acquisition and usage records.
* Experienced in loyalty programs: Designed and managed Pacific Bell's consumer loyalty program, California Gold. Overcame severe regulatory restrictions to design a program that would attract over 500K members and measurably improve brand loyalty and share of customer.
* Generated Purolator's first positive ROI in their marketing history by redirecting their brand advertising to response-based advertising, delivering up to 10-fold returns.
* Introduced Letters On Loyalty, Delight Quarterly, and enhanced an intranet site to educate and motivate associates on customer loyalty measurement and management system.
EDUCATION
The University of Kansas / William Allen White School of Journalism
Bachelor of Science in Advertising
* Additional education in direct marketing, internet marketing, loyalty marketing, integration of marketing communications, presentation and sales skills.
Six Sigma Green Belt Certified and DFSS trained. Coached 2 GB and 1 BB Project.
Completed Green Belt training, required testing and certification based on a pilot that improved the sigma level from 1.05 to 1.91 and was projected to save $1.7 million in retained customer revenue. Hands-on experience in the DMAIC process includes process mapping, VOC research, Pareto charting to identify root cause, FMEA, DOE and use of Minitab for control charts. Completed DFSS training and passed required testing. |
