As a member of Sterling’s Senior Leadership Team I led an IT team of 9 to support the IT infrastructure consisting of 60+ locations across 16 states providing auto collision repair services. Operated on a $3 million IT budget, supporting 1,200 total employees across all locations. Built strong working relationships with key vendors allowing the IT team to completely upgrade and expand our core infrastructure in a relatively short period. Successes included: Redesigning and deploying a converged data and voice MPLS corporate network - yielding a 20% OpEx savings; developing the technology roadmap and the supporting Operating and CapEx budgets annually; migrating the core infrastructure from an in-house computer “room” to a pair of SAS-70 Type II data centers - significantly increasing availability and reducing exposure to environmental risks. We also upgraded core infrastructure with new VMware servers and virtualized storage systems; enhanced infrastructure monitoring and management capabilities by deploying industry leading monitoring tools – delivering these projects seamlessly to the business operation.At Sterling the IT and Marketing departments had a close working relationship where we provided consultative input on website and blog developments along with managing Sterling's online advertising campaigns. Additionally we’ve built a custom applications to support our successful Call Center operation.

As Director, I started the Interactive media programs for this boutique inbound telesales call center. I built their Interactive Voice Response (IVR) capabilities to supplement live call staff and to help the call center better manage call handling during peak periods, or during periods of media over delivery. This enabled Triton to target higher-volume, lower-margin campaigns that typically utilized off-shore call centers. I led the development and on-going management of display and pay-per-click Internet marketing campaigns to complement client’s traditional direct response marketing programs. I also built a client-facing reporting platform based upon MS Reporting Services and Sharepoint.

Co-founder and President of RevClick - a Search Engine Marketing firm. I was responsible for corporate strategy, operations, and client acquisition. I also designed and developed Internet advertising campaigns for clients – mainly paid search (PPC) – with the focus of returning a minimum of 2x Return On Advertising Spend (ROAS). I built an in-house campaign analysis and reporting tool with open source tools (MySQL and Pentaho BI) providing an integrated campaign dashboard across all Internet marketing channels.RevClick’s operations were merged into Triton Technologies to help clients increase the efficiency of their marketing spend while also lowering their client acquisition costs.

In this role I was responsible for the Project Management and Client Services departments of this $4 million professional services firm that delivered natural language speech recognition software solutions. Chartered to build the necessary operational infrastructure and processes to increase customer satisfaction and profitability. I specified the design and led the validation of a project collaboration portal based on Microsoft SharePoint. This portal was a proven competitive asset and instrumental in earning additional clients, including a $500,000 project. As Director, I initiated a project analysis model and process that showed certain projects were not achieving target gross margins or schedules. The model was not only used as a metric, but was also integrated as part of a “Plan-Do-Check-Act” cycle to promote continuous improvement. I also migrated project development teams’ composition from a pure in-house model to a hybrid with the integration of offshore resources. This resulted in up to a 50% reduction in the burdened labor rate, and positioned the company to better respond to the dynamic business cycles of service demand.

As Principal, I provided consulting services to clients doing business in diverse industries. In this role, I planned and managed the entire client engagement cycle, from defining scope of work and negotiating fees, to providing services and producing deliverables. Sample projects included:Performing a market technology assessment for a call center (Triton Technology) investigating the feasibility of deploying natural language speech recognition technology. This study identified technology and business leaders, quantified technology investments and ROI, as well as assessed the strategic and technological fit to the current business operation. Developing a business plan to establish a client as an outsourced provider of software architecture and development consulting services to companies in the embedded computing market. In addition, we investigated and quantified market opportunities, identified sales leads within target account, coordinated pre-sales activities and identified professional staff.

I was hired to start a custom engineering effort for this manufacturer of high-performance embedded I/O solutions for the defense electronics market. I identified issues impacting performance and stepped in to help turnaround the organization and streamline operations. In this role, I managed 10 direct reports. I reviewed the organizational structure, made staffing recommendations, and directed a customer-focused review of all projects. These actions generated significant improvements including increasing revenues by 65%, improving overall gross margin by 12%, driving a 5X improvement in on-time delivery and reducing headcount by 20%. As Vice President, I instituted a production control process that achieved synergy among production, sales, finance and purchasing. This included rebidding contract assembly and improving vendor tracking and performance. I also consolidated the product line by 40% and analyzed product lines to maintain a workable product portfolio relative to product combinations, profitability, manufacturing and testing efficiencies, and inventory requirements.

I held concurrent responsibilities and positions as this leading supplier of embedded multiprocessor digital signal and image processing systems grew from $12 million to $180 million in annual revenues. Provided P&L leadership to the technical support, integration, training and operations groups within the company’s professional services organization of over 30 people. Managed a $5 million operating budget and seven direct reports. As Director, I continued to increase the value proposition and grew the business to nearly 20% of overall Mercury revenue and sustained a 35% CAGR from its inception in 1991 through to 2002. I established a viable service organization that was leveraged by all business units (Medical, Commercial, and Defense) in all their geographies. In this role, I developed business plans for the organization including market and competitive assessments and extended reach into target accounts by providing value-added enhancements to core products, which increased the value proposition to customers. I conceived Mercury’s services marketing program as a comprehensive service framework providing customers with a one-stop convenience for Mercury-based solutions and services.