Brad Harslem Email & Phone Number

15455 Dallas Pkwy, Suite 600 Addison, Texas 7500

Strategy and planning development during client engagements including:• Aligning IT with client business strategy,• Rapidly identifying “quick wins” and high-potential opportunities to boost ROI immediately,• Assessing global delivery models and rationalizing the IT cost/value structure to boost efficiency of resource use,• Staying current on proven developments in the application of technology, then translating these into concepts relevant to client business needs,• Developing an IT strategy, including governance and concrete actions, to play to client strengths while fortifying areas of vulnerability, and training client staff so that resources become directed in-house.

Sell and execute business and IT consulting engagements including:• Due diligence assessments of IT and call center capabilities of potential acquisitions for a private equity company• New business proposal assessment and business startup implementation for transportation associations

Coach America is a leading provider of ground transportation services started in 2003 by Kohlberg & Company and successfully sold to Fenway Partners in 2007.• Integrated 5 acquisitions which contributed 50% of company revenue growth from $150 million at inception in 2003 to $400 million for fiscal year 2007.• Re-engineered company website strategy and grew online sales by 270%.• In first 45 days of an expedited DOT contract for hurricane evacuations along the Gulf coast, built & implemented a central dispatch office with satellite tracking and onboard communications kits for 1800 vehicles.• Completed company-wide rollout of new enterprise Fleet Maintenance and Sales/Operations/Accounting software for charter and contract services accompanied by business process reengineering at each of the 39 operating companies.• Renegotiated voice and data contracts, coupled with site by site local audits, for a $500,000 annual savings

Concentra, a Welsh, Carson, Anderson & Stowe private equity company, is the largest U.S. occupational medicine company with $1.0 billion in revenue, 4 autonomous operating divisions and 10,000 employees. • Created IT alignment with the operating divisions by reorganizing IT into vertical business unit teams with matrix reporting into each of the four major divisions under the Concentra Operating Corporation. Also created a horizontal Corporate IT team to manage, for the first time, corporate functions such as HR and Payroll. • Developed and implemented an e.business portal strategy for B2B exchange of transactional medical billing data through web based self service systems.• Deployed a corporate intranet strategy for workplace automation, employee communication and employee collaboration.

APAC is a customer service call center outsourcing company with 70+ operating centers, 10,000 employees and $450 million in revenue. They provide both inbound and outbound customer service & customer capture for Fortune 100 companies and acquired ITI Marketing Services from Golder, Thoma, Cressey, Rauner private equity firm in May, 1998• Led the design, planning and integration of the merged company’s technology platforms, infrastructure, IT team of 300 and application portfolios to meet stated merger goals/timelines.• Successfully launched Christies Auction House as the pilot customer on the e.PAC® Multi-Channel Interaction Platform in September, 1999, in a new technology incubation/sales demonstration “call center of the future”.

ITI is a customer service call center outsourcing company with 25+ operating centers, 4500 employees and $150 million in revenue. ITI was sold to APAC in 1998 by GTCR private equity firm.• Complete P&L responsibility for the $100 million Customer Capture Division• Responsible for design, implementation and execution of outsourced telemarketing campaigns with a team of 3500 telephone sales representatives in 20 call centers, 400 back office service representatives in 3 processing centers, and 200 IT professionals.• Increased back office productivity from 8 to 14.8 sales per hour, reduced headcount from over 800 to 350, and achieved a 99.5% standard for reporting accuracy and timeliness with first-year savings of $1.5 million.• Implemented capacity planning, hardware upgrade planning, system monitoring, technology rationalization/ consolidation and root cause analysis/resolution to stabilize mission critical systems and reach IT system availability goal of 99.5%.

• Upon joining the company, re-engineered the failed TRIPS reservations system implementation into a point of sale system which automated all customer service itinerary & fare quotes in time for the 1994 peak summer season.• In-sourced mainframe systems and customer service centers for $1.9 million annual savings.• Renegotiated major service contracts for $3.6 million annual saving. • Responsible for all IT services provided by a team of 250 technologists and for all passenger sales functions provided by a staff of 500-800 telephone customer service agents located in three regional reservation offices. • Built a multi-channel sales channel strategy that introduced IVR and website technologies which grew to 20% of total customer service call volume for $1.1 million annual savings

Provided installation, customer service & support to 16,500 travel agencies worldwide, with an annual budget of $34 million and a team of 575. This included the acquisition, warehousing and distribution of all SABRE/ADS hardware, Helpdesk hardware & software support, and third-party technical consulting. Achieved highest recorded customer service ratings.

Led a staff of 560 developers addressing projects in SABRE Real-time Transactions Processing (Pricing, Ticketing, Yield Management, Airport Check-in, Reservations); IMS Commercial Environment (Frequent Traveler Tracking, Food and Beverage Catering, Management Information); and Intelligent Workstations/LANS (OS/2 Development, LAN and Workstation Engineering, User Friendly IWS Front Ends to Mainframes, Laptop Systems, Radio Frequency Terminals, Bar Code Scanners, Parallel Processing DBM). Re-engineered HR staffing process to eliminate chronic programmer shortages by developing college recruiting, employee referral, manager selection panel, and new hire training programs.

Oversaw the construction, financial control, analysis and reporting of the Marketing Department’s $2 billion operating and $18 million capital budgets for 19,000 employees.

Mba - Cum Laude, Finance/Computer Science

Activities and Societies: Beta Gamma Sigma Nation Honorary Society

Bs - Cum Laude, Industrial Engineering/Operations Research

Activities and Societies: President of Class - Delta Tau Delta