As member of the senior management team, played a pivotal role in driving the success of KraTEL, a Seema Group company in Germany, by orchestrating branding and marketing communications strategies to generate awareness and subs acquisition.Launched and managed the new brand identity defined by market research, customer expectations, competitive landscape and market segmentation analytics. Boosted brand awareness and products/services adoption trough proficient design/rollout of public relations, advertising, events and communications programs in a highly competitive market.Contributed to exceptional results, as a challenger operator in a low ARPU, fast moving pricing and customer churn behavior environment, on Market Share (+30%), New Subs (+40%), Revenue (+30%) and EBITDA (+38%) in Q3 2011 by deploying key strategic brand and marketing communications activities.Built and retained top performing marketing communications team including managers and specialists in media, advertising, copywriting, visual design, and event planning through highly effective training, mentoring, procedures, and best practices. Managed a $45M OPEX budget and administered communications and media agencies work through expert direction in branding, ATL/BTL, media placement, event and sponsoring.AchievementsAchieved and sustained 89% Top-Of-Mind brand awareness in Q1/Q3 2009 by systematically deploying tactical initiatives encompassing brand channel management, digital media activities, PR programs, advertising campaigns, event and sponsoring and trough in-store promotions and merchandising. Managed and monitored the corporate and commercial brand representation at every customer touch-points to enhance customer brand recognition and sustain positive perception. Supervised content creation, products packaging and collaterals development to ensure compliance with brand guidelines.

Created, designed, hired, implemented and managed the autonomous Strategic Analysis and Business Intelligence Division for both CAPEX and OPEX projects, with a million dollar budget, reporting directly to the CEO.I perform strategic analysis, participating with the C-level management, to create business based technology solutions to increase revenue, reduce costs, increase efficiency and attack specific challenges. Sophisticated, but common sense, fact based recommendations, is where my 20 years of executive management experience enriches and augments my technology expertise.I have designed and led the development of many automated data applications which resulted in a true Business to Consumer CRM module including a Pricing Tool, to manage and update competitive pricing on over 35,000 products, a List Pull Utility to allow the Marketing to micro-define and reach any market segment, and event driven, automated, personalized E-mails for various campaigns, among other tools.DT`s DW incorporates data from diverse sources including, Omniture e-commerce, 3rd party demographic data, Dynamics AX ERP data, High-Jump warehouse fulfillment software and UPS / DHL tracking and costing, to view the entire order lifecycle, and customer behavior profiles, from infinite angles; via various cubes and detailed SharePoint dashboardsI worked directly with DT`s external auditors, PwC and matched not only Revenue Detail to the Financial Statements but also managed a very critical and complex inventory roll back, in conjunction with the CFO, consisting of two warehouses and over 35,000 individual SKUs over 14 months, in order to fully document DT`s inventory assets. Software used included: SQL Server 2008 r2, SSRS, SSIS, SSAS, SharePoint, InfoPath, ASP.net, VB.net, Visual Studio, IIS Server, Omniture standard data feed, UPS Quantum, MS Dynamics AX, Cognos, Windows 7, MS Office

Reported directly to the Spirit`s CIO. Designed, Managed and Implemented information, analysis and automation projects, for the team, from multiple business units throughout Spirit Airlines including Accounting, Marketing and Operations. Created in-depth information automation to calculate RASM (Revenue per Seat Mile) and CASM (Cost per Seat Mile) per ticket class. Responsible for many of Spirit`s FAA reporting requirements.Meet with our internal customers, analyze their needs and create relevant and timely reporting and analysis information. Also responsible for SSIS packages and SQL Stored Procedures to fulfill marketing promotions. Automate any and all routine processes. Provided all Passenger Revenue Detail to balance with Accounting GL for E & Y Audit 2008 within .07%

Managed company operations. Negotiated strategic relationships and contracts with other Telecom Companies. * Designed and implemented MS SQL enterprise Data Warehouse with ETL processes; back-up and recovery processes and front end software and reporting for Contact Management, Sales, Receivables and Payables, Commissions and Cash flow * Designed networks for larger clients including 20 + drop Metro E networks, OCx, VPN. Trained sales reps in Telecom and sales techniques.

WTC was founded in 1994 as a $250K Marketing and Advertising company and grew to a $30 million International Telecom Carrier with locations in South Florida, New York, Los Angeles, London and Rome and over 93 different carriers such as Sprint, Telecom Italia, Teledanmark and SwissCom.One of the strategic advantages of WTC was total data automation from least cost routing to billing to carrier route management. The strength of any Telecom Company relies on accurate billing which requires the design and integration of the millions of pieces of interrelated data to provide real time, relevant information for quick and accurate management decisions. Areas of Responsibility* Network Operations / Engineering / Equipment Procurement / Domestic and International Fiber Network Design* MIS - managing a group of 6 IT professionals with various skills including SQL, VB / VB.net, Unix, Network Engineering and Data Warehousing to design and implement a company- wide, automated system as well as 8 telecommunications engineers.* Automating Operational Accounting including billing, Carrier payables, profitability and cash flow management. This automation also increased WTC`s profitability by answering billing disputes within 1 day, ensuring full and timely Client payments as well as disputing inaccurate Carrier Invoicing within 1 day.* Enabling 35 employees to accomplish the work that required approximately 100 employees in most other international telecom company with similar revenue and equivalent client / carrier base. This translated into an annual savings of approximately $4 million per year.* Sales / Marketing including targeting and acquiring new markets, expanding existing market share, managing Sales and Buying teams* Client / Carrier relations, Rates and Pricing /Least Cost Routing / Profitability per route and per Client.* Contract Management and Compliance

All sales and marking functions, including direct mail, advertising and inbound call center. I negotiated with advertisers and vendors. I studied the effectiveness of each dollar spent as opposed to the sales achieved.

The Institute of Econometric Research, owned and managed by Glenn Parker and Norm Fosback was a Stock Market think tank which published such successful newsletters as Mutual Fund Forecaster and Market Logic.I was hired to manage the inbound call center. I began with 5 existing employees and grew the staff to over 80 employees, including 8 managers and supervisors, and including 3 shifts, day, evening and weekend. I also found the need to create several sub-departments: incoming calls, outbound calls, customer service and market research.In order to pace this rapid growth, I implemented a recruiting process which included, a primary interview, computerized testing designed to target our ideal candidate profile, drug testing and a secondary interview. I also set up a sophisticated training program to include, orientation, company policy, phone etiquette, sales training and product knowledge. Product knowledge was ongoing due to the complexity of the products (stock market information). I wrote several training manuals on each subject and purchased other audio / visual training tools.As the company grew, I configured a company-wide paper flow system to handle customer service issues. I was also responsible to maintain and upgrade the company`s Nortel phone system with its multiple queues and ACD groups.The Institute was sold by Glen Parker to Time Magazine.