IDEA, LLC, helps early- & late-stage startups, as well as growing Small & Medium Businesses in the southeast with $10M or more in revenue, who are challenged with chaotic, reactive processes and ineffective CRM, IT, Financial, and Inventory Systems, to improve operational efficiency by up to 97% and increase customer satisfaction, resulting in improved profitability by an average of 25%.

Mentor to Small Businesses and Startups focusing on operations, customer experience, technology, and accounting.COO focused on processes and technology to provide repeatability and scalability of the organization, seamlessly supporting mentors, founders, partners, sponsors, and administrators.

ExecHQ® is a C-suite advisory firm providing elite executives for your business, whether for the purposes of having a “fresh eye” on difficult business challenges and goals, or to provide a trusted senior executive to lead an existing team.Led the Customer Experience Industry Group and the Technology Industry Group. Managing CTOs, CIOs, and COOs skills inventory, defining operational procedures, developing marketing materials, marketing the groups internally and externally, and distributing incoming work based on skill set and availability.Led the Overall Industry Group Management and Marketing Effort, productizing offerings, and marketing to customers based on problems solved for clients and prospects, as opposed to products offered.

• Implemented a new Inventory Management System.• Completely overhauled Financial Management System.• Prepared all 2021 Financial Reporting for CPA.• Implemented new Time Tracking & Reporting System.• Developed Employee Handbook, Policies & Procedures, and Operations Manuals.• Implemented reporting package of inventory, prepaid inventory, sales, and accounts receivables.Responsible for all Operational Aspects of the business, including Accounting, Human Resources, Inventory Management, Marketing, and Vendor Management.

Operations• Production Oversight - Managed 40 to 60 projects simultaneously across 4 locations and production capacity in 2 production centers• Scheduling Conflicts - Maintained 99% On-Time Delivery Rate• Inventory Management - Oversight of inventory.Mergers & Acquisitions• Completed two major acquisitions. The second one doubled our size.• Assessed suitability, financial stability, customer stability, staffing stability (as much as possible) and skillset, and operational gaps.• Performed all business-level negotiations. Accounting• Managed P&L and Balance Sheet• Accounts Payable - Setup and oversaw process for AP system. Paid vendor bills.• Accounts Receivable – Setup process for billing, statements, and escalation of overdue bills.Vendor Management• Managed 370 Vendors• Contract Negotiation - Reduced Capital Lease Expense by 62%. Reduced Operating Expense by 45%. Negotiated long-term equipment leases, building leases, and rates for vendorsMarketing• Ran multi-channel campaigns using proprietary CRM tools. Sales & Customer Service• Used consultative sales process to retain existing clients and attract new clients. • Setup process and technology to ensure all customer requests were answered on time.Human Resources• Responsible for all hiring, performance management, downsizing, policies, payroll, and compliance.Owned and operated 4 locations – 2 production centers and 2 remote sales offices. Responsible for all aspects of the business, including: Operations, Finances, Customer Service, Human Resources, Sales, Marketing & Advertising, Legal, and Business Strategy. Reason for leaving: Client closures from COVID-19 resulted in April 2020 Sales being down 71% and overall 2020 Sales being down 47%. Raising enough cash to continue operations at that level carried a high level of debt for at least 10 years. Decided to sell the assets of the business, instead of taking on high-risk debt and questionable, long-term payment structure.

· Implemented and automated enterprise-wide Production Change Control Process in SalesForce.com.· Implemented ITIL-based Incident Management, Request Fulfillment, and Problem Management processes in SalesForce.com.· Implemented multi-lingual (French and Spanish) capabilities through an external vendor.· Oversight of Client Implementations for client premises hardware and SaaS products.· Implemented new Telephone System (including IVR and ACD) from system assessment, marketplace assessment, vendor selection, contract negotiations, and full implementation with custom reporting in less than 4 months.· Member of Operational Leadership Team to focus on improving internal processes and procedures that would prevent the company from meeting growth targets. Led initiative for improving all aspects of production support from the Support Team to the Development Team.Led the Support Team and Client Implementation Teams to modernize tools and processes and increase internal efficiency to meet company growth projections while minimizing headcount increases. PeopleNet provides hardware and SaaS solutions for Time and Attendance Tracking and Management focused primarily on the staffing and healthcare industries. Over 1,000,000 timesheets are processed for 250 clients every month.

• Transformed environment from 100% Callback (Outbound) with 2+ hour Average Speed to Answer to 80%+ Inbound with less than 2 minute ASA. Reduced customer wait time from 14,000 hours per month to less than 400 hours per month.• Planned and managed $10M P&L.• Developed and executed staffing plan to provide consistent service levels through call volume peaks (80% higher than normal volume) while maintaining high utilization rates.• Developed and implemented Outsourcing Strategy to augment staff, including vendor selection, contract negotiations, ramp-up, and partial ramp-down.• Frequently made planning presentations and status presentations to large groups (100+ people). Audiences ranged from Customers to Top Executive Management.• Enhanced primitive reporting program to a fully Balanced Scorecard.• Standardized processes across Call Centers. • Developed formal agent training program including On-boarding Program. • Implemented Knowledge Centered Support (KCS) Methodology as a formal process for Knowledge Management, which reduced Agent Time To Proficiency by approximately 60%• Led Enterprise-wide IT Service Management Initiative from Requirements Phase through Implementation Phase, including migration from Remedy to Service-Now.com. Introduced ITIL concepts to the organization.• Implemented comprehensive Quality Control Program. This provided guidelines for agents on handling calls to ensure a consistent customer experience, which reduced escalations and increased customer satisfaction.• Directed Software Quality Assurance Team responsible for testing the NAPA Store Retail system.Directed a multi-site Technical Help Desk in a Call Center environment taking 20,000 calls per month to support the Point of Sale, Inventory, Accounts Receivable, Ordering, and Employee Management System for 6,000 Retail NAPA Stores. In-store servers, workstations, peripherals, LANs, and the corporate WAN were also supported.

Managed multiple project teams for two Clarify products for Call Center Support and IT Trouble Ticketing. Supporting over 30,000 CSRs in over 20 Call Centers across North America.• Managed Employee and Vendor On-site and Off-shore Development Teams. (50+ people)• Led Deployment of the CRM application in an 800-seat Call Center to increase the Time To Proficiency for the agents.• Built and Managed the 24x7 Production Support Team.• Led Capacity Planning Team to scale the application from 2,000 users to 30,000 users. Capacity was increased in Production and Load Testing Environments.• Managed the Load Testing and Performance Testing Team. Expanded existing testing models to better represent the actual usage in production, increasing stability and availability. No performance or load related incidents were reported after implementation of new test models.

• Managed $8 million budget for maintenance and application development. Negotiated budgets.• Project Manager for four on-going Retail Customer Care projects, projected to save BellSouth $4 million annually.• Managed Process Improvement Initiatives for 100 member group. Designed the program to obtain Level 3 Certification in 18 months.Managed a wide variety of teams from Application Development Teams to Process Improvement Teams. Applications were Consumer focused and B2B focused.

Managed a wide variety of teams from Application Development Teams to Process Improvement Teams. Applications were Consumer focused and B2B focused.Outsourced to Accenture in January 2002.

Managed Software Development and Quality Assurance teams for large-scale documentation processing and retrieval systems for the DMS line of Nortel switches.

Contractor at Nortel.

Contractor at NASA.Software Developer for network control software for a large FDDI WAN using SNMP as the primary communication protocol. The network was a new terrestrial network for communications with Space Station Freedom.