Keith Watson Email & Phone Number

Responsible for revenue generation and client relationship management for CC&T’s largest accounts ($1M+) that total over 90% of CC&T’s revenue and developing new accounts. Success stories include:- Managing the CSC (formerly DynCorp) account since 1998, which produced $1M+ in 2006- Increased the ‘Win’ ratio 10% from 2005 to 2006 by focusing on higher value opportunities- Closed the Unisys account in 1998 which produced in excess of $3M in 2005- Through my account management skills, increased the Unisys account by 26% in 2004- Worked with client to reduce monthly costs and improve the long-term financial viability of the contract for CSC; while greatly improving the short-term profitability for CC&T- Clients include: Dell, Unisys, CSC, NCR, DecisionOne, Getronics, Datatec, Northrop-Grumman, APPTIS, Siemens, NPS, DirectSource, GTSI, and ITG

Primary responsibility was to manage a team of technical sales support specialists who provide post-sales support to major clients and to internal sales efforts. Secondary responsibility was to assist Account Managers with bid and proposal preparation for major client opportunities, which included on-site visit to client sites, late night work, weekends, and over time as needed to complete bids on-time and to ensure an adequate return on investment for the company. Designed and built the Sales Support group from the ground up. Total value of the proposals won was over $7,000,000. Major recent wins included:- Ruby Tuesday for Dell and Unisys - Pepsi for Dell and Unisys- US Bancorp for Dell and Unisys Boeing Tier 2 Product Support for Dell and Unisys- TSA contract with Unisys TSA contract with CSC (formerly DynCorp)- BOPITS II with CSC (formerly DynCorp)

Led a team of five (5) project managers and a total staff of 40 people. Provided leadership and direction for project managers. Designed and built the Operations group from the first two project teams. - Conducted ‘deep dives’ with Project Managers to perform in-depth analyses of labor, parts/material, and travel costs; comparing with baseline standards, in order to identify cost drivers and implement cost constraints- Implemented Project Management Methodology across multiple project teams including standardized processes and forms for the initiating, planning, executing, controlling, and closing phases of a project.- Led the team through a process re-engineering effort to reduce cost and cycle time on customer projects by improving the operational performance of the team. The result was increased customer satisfaction and increased profits to CC&T due to streamlining of process and improvements to hiring practices.

Directed field resources, tracked deliverables, managed change requests, conducted project reviews, met with clients, managed profit and loss, and conducted post mortems. Success stories include:- Unisys for the IRS – In less than 12 weeks, completed a large IT installation by leading a team of Service Delivery Coordinators responsible for the re-wiring and implementation of over 1100 PCs at 354 IRS field offices - DynCorp for the United Postal Service (USPS) - Led a team of Service Delivery Coordinators in the installation of Mobile Delivery Confirmation Devices (signature capture device) at 800+ USPS branch locations, throughout the United States in under 14 months.