Don W. Abell Email & Phone Number

Plano, Texas, Us

A software company specializing in mobile technology solutions, TEZ streamlines parking and transportation operations in the B2B2C space. Backed by private equity, TEZ is a leader in the Parking and Mobility Industry with a suite of leading-edge products and solutions.▪ Leadership & Strategy: Spearheading marketing efforts, driving strategic direction across channels for increased demand and lead generation. Developing strategies that align with TEZ’s high-growth goals. Also responsible for overseeing brand identity and awareness.▪ Content Creation & Campaign Management: Leading the creation of impactful content strategies and omni-channel campaigns to boost brand awareness, SEO, and engagement. Managing a team of creators, writers, and designers to produce compelling content and enriched assets.▪ Omni-Channel Initiatives & Programs: Managing omni-channel marketing efforts to ensure consistent messaging across digital, social, email, event, paid media, and traditional channels. Executed integrated product launches, increasing customer acquisition.▪ Tech Stack & Tools: Building TEZ’s martech stack, integrating advanced tools to improve efficiency, track attribution, and drive data-driven decisions. Recently implemented: ✓ Salesforce Sales Cloud (CRM), Salesforce MCAE (MAP), 6Sense, LinkedIn Sales Navigator ✓ Instabot, Vidyard, Calendly, PandaDoc, ZoomInfo, AI/NLP/GPT tools▪ Performance Analytics & Optimization: Tracking key metrics including MQLs, SQLs, CTA, impressions, opportunities, etc to refine strategies and maximize ROI.▪ Team Development & Collaboration: Leading high-performing marketing and SDR teams, collaborating closely with Sales, Product, Support, and Customer Experience teams to align on business objectives.Budget & Cost Management: Managing the marketing budget, optimizing via technology consolidation, cross-training staff, and renegotiating vendor contracts, while maintaining high campaign effectiveness and brand impact.

Addison, Texas, Us

A full-service digital agency that specialized in strategy, demand generation, creative/content creation, AI/NLP, branding, and ABM for B2B and B2C market leaders. Client roster represents 100+ global brands, including Oracle, Salesforce, CrowdStrike, Microsoft, Dell, GE, IBM, Adobe, Siemens, and more. ▪ Member of the Executive leadership team responsible for driving profitability, departmental P&L, strategic direction, forecast and budgeting, staffing, and communications. ▪ Focused on customer acquisition and advocacy, including strategy development and omni-channel campaign execution with a focus on strategy, segmentation, content, engagement, conversions, brand awareness, customer centricity, pipeline acceleration, revenue growth, optimization, and maximum ROI. ▪ Was responsible for production/delivery from concept to launch, including all client omnichannel campaign strategies and deliverables, budgets, program management, creative/content, client services, media, technology, fulfillment/direct mail, sales enablement, database management, testing/launch, and post-launch reporting efforts. ▪ Re-engineered all aspects of the delivery model and ops processes with new work phases and resource alignment based on creative disciplines and a cross-functional team structure that fosters collaboration and speed utilizing PMBOK-based methodologies and technology with the following achieved results: ✓ Increased revenue with 37% YOY growth and was a multi-year Inc. 5000 Honoree ✓ Increased productivity and utilization rates by 5X via process redesign and tech implementation ✓ Reduced delivery timeline from concept to launch by ~50% ✓ Reduced client revisions by 57% ✓ Improved NPS and CSAT scores by 30% ✓ Improved overall client campaign performance and conversion metrics by 52%▪ Executed a post-acquisition go-to-market strategy for new products. ▪ Created/executed innovative programs that garnered >25% Hit Rate / 50-75% CTR / >25% CTA.

Worldwide, Oo

▪ Managed current state assessment projects to identify gaps in people, process, and technology, and made recommendations on best practices resulting in increased efficiencies and higher service levels (KPIs and SLAs).▪ Member of the business development pursuit team specializing in transition methodology, PMO structure, governance, and overall outsourcing best practices for new HRT deals.▪ Developed/authored implementation approaches and plans for multiple outsourcing and transformation engagements across both HR and IT processes for the Advisory Services group. Focused primarily on transition methodology and PMO structure. ▪ Developed a custom transition model for a client going through bankruptcy proceedings to outsource core process work per court-mandated financial and time-sensitive restrictions and requirements.▪ Responsible for vendor relations for the entire practice, including maintaining full vendor partner profiles, surveys, publishing/materials, deal terms, and managing vendor contacts. Negotiated contracts and realized savings for both Deloitte and our clients at an average of ~15% per signed deal.▪ Responsible for the management and facilitation of vendor assessments for client projects, including overall RFI and RFP protocol, vendor evaluation and selection, early-stage planning, scoping, business requirements definition, and MSA development and negotiations to close the deal. ▪ Co-developed, published, and maintained vendor profiles, white papers, and miscellaneous collateral for leading BPO vendors for partnership deals. ▪ Co-developed, published, and maintained the Deloitte HRT best practices repository, which housed collateral, toolkits, templates, reference materials, company profiles, and baseline project plans. This resource was accessible to and leveraged by additional service lines (outside of HRT) and sales support teams.▪ Co-developed/published an indexable pricing database containing leading RFP data and metrics.

Bangalore, Karnataka, In

▪ Led the US-based transitions practice as a part of GPT prior to the formation of the PMG practice in late 2009. The corporate charge for GPT (and PMG) was signing and then managing new, “mega” deals (>$100MM)--of which two separate deals closed during my tenure. ▪ Active in GPT business development/sales support of “mega” deals, specifically focused on overall transition practice capabilities, solutions architecture, cost case development, governance, contract and service level negotiations, technology, people, communications, and making final program recommendations. ▪ Managed new accounts with overall program responsibility and client interface duties during the transition phase, including people management (both on and offshore resources), client management, governance, budget/P&L, operations (both on and offshore facilities), delivery, contract and service level management (SLAs and KPIs), change control, risk management, change management, and overall communications.▪ Co-developed/implemented a new PMO/governance structure across all Wipro lines of business.▪ Administered support to underperforming accounts by assuming day-to-day account and client management duties to assess issues and regain project traction, including evaluating assigned resources, rebuilding working relationships (internal and client), performing audits and project health checks, and ultimately salvaging the contract. Successfully turned two accounts around during my tenure (publishing and utility). ▪ Partnered with Wipro Corporate HR to develop new employee orientation and training programs for all US staff.▪ Developed a robust transition management framework/toolkit focused on the standardization of an approach and methodology to support both pursuit and execution phases across all business lines, and then coordinated the build and implementation efforts.

Armonk, New York, Ny, Us

▪ Directed/managed all transition activities for a large-scale, multi-year HR program with a TCV of $217MM for a major US airline. ▪ Directed/managed 14 functional and six IT tower leads (and their staffs) for in-scope work and application implementations, including offshore contact center, learning, recruiting, compensation, org development, performance management, health & welfare and retirement benefits, change management and communications, and all facets of related IT impacts.▪ Primary client interface responsible for leading the joint governance team during the transition stage, as well as adhoc presentations to client executive management steering committees.▪ Liaison for IBM offshore transition and delivery management teams.▪ Coordinated contract management and change control activities as a part of the joint governance team.▪ Developed project documentation, including capturing both in situ and future state workflows for procedures manuals and mapping efforts to ensure success.▪ Created a standardized transition methodology framework and materials, e.g., PMI/PMBOK and SDLC-based PM toolkit, and defined the future state service delivery model which reduced the total overall cost of the transition by >15%.▪ Fine-tuned the IBM SOP framework for the transition model to be used across all BTO projects; my account was viewed as the standard for future HR transition projects within BTO practice.▪ Piloted newly developed project plan measurement tool (Earned Value Metrics) for the BTO practice.▪ First HR transition project in BTO history to hit all target go-live dates and under budget.▪ First HR transition project in BTO history to twice receive the top score (‘A’ rating) in the IBM performance audit and assessment (multiple measurements) process.▪ Final program success and details the subject of a published 2007 case study written by advisory services consultants KPMG (“EquaTerra and American Airlines’ HRO Transition Effort Takes Off”).

Florham Park, New Jersey, Us

▪ Worked for ACS in the GHRS Consulting practice where I directed and managed all transition activities for a large-scale, multi-year HR program with a TCV of $110MM for a major US insurance company. ▪ Managed nine transition functional tower leads (and their staff) for in-scope work and application implementations, including learning/training, talent management, relo/expat, compensation, benefits, payroll, offshore call center, and IT (applications, help desk).▪ Managed transition technical leads (and their staff) in multiple technology implementation/integration efforts, including a full HRMS roll-out, global data warehouse reporting tool, and web-enabled employee self-service tool (all from multiple legacy systems).▪ Primary client interface resource responsible for leading the joint governance team during the transition stage.▪ Liaison for ACS offshore delivery and management teams. ▪ Coordinated contract management and change control activities as a part of the executive steering committee. ▪ Coordinated change management and communication efforts with the client and impacted client employees.▪ Developed/managed all project support documentation, including online document repositories.▪ Member of the sales pursuit team responsible for signing new, multi-year/multi-million dollar deals.

Chicago, Il, Us

▪ Worked for Exult Inc in the Client Solutions Consulting practice where I led multiple HRO/BPO transition programs for Fortune 500 companies as a functional tower lead.▪ Extensive project and program management responsibilities, including people (leading both client teams and shared service center production teams), scope, and budget management.▪ Managed various technology implementations and integration efforts for multiple clients, including the development of myHR, a proprietary, self-service platform used by clients such as BP, International Paper, and Bank of America. ▪ Transitioned core HR process work to multiple shared service center environments and production domains.▪ Designed/developed various transition work products and methodologies (e.g., process service delivery models, current situation assessments, knowledge acquisition and transfer/job shadowing procedures, incident escalation and notification, desktop procedures, IVR scripts, readiness assessment checklists, stakeholder’s analyses, risk assessment and contingency plans, developed FAQs, and conducted work activity surveys) and negotiated client sign-off.▪ Negotiated third party vendor contracts (e.g., contract re-assignment, problem management, gain-share development).▪ Assisted in employee rebadging/transitions (i.e., converting impacted client employees over to Exult post-transition).▪ Developed/defined contractual service level agreements (SLAs) with clients and performed baseline validations.▪ Managed/developed various communication and change management initiatives and plans.▪ Member of the sales/due diligence team focused on the acquisition of Exult target companies and new client development.▪ Member of the team assigned to the landmark, first ever HRO deal with British Petroleum (ca. 2000).

Gb

▪ Primary focus was on Total Rewards and Organizational Effectiveness & Development client engagements.▪ Designed stock-based incentive plans for all levels of employees, and advised clients of the taxation and accounting implications of such plans (including under FASB accounting rules for stock-based compensation plans).▪ Facilitated executive and management teams in developing strategic plans and strategies for integrating cash and stock incentive plans.▪ Designed and implemented employee rewards and retention programs across multiple industries.▪ Performed M&A due diligence projects by gathering and analyzing data and practices of client target companies.▪ Researched published and private databases for information regarding peer company financial performance and HR practices.▪ Evaluated proxy data, 10-K, and survey statistics for peer companies to determine market compensation status and competitive performance benchmarking.▪ Performed total compensation reviews utilizing competitive compensation data from published salary survey sources, and developed custom surveys to obtain peer data.