Ken Walsh Email and Phone Number
Technical StrategistTenacious, results-driven leader with experience in strategy, project management, and sales leadership (turnaround, startup, and sustainable growth) in the tech industry. Skilled in leveraging market intelligence, data-driven strategic reasoning, and relationship management to consistently exceed goals and drive product innovation. Strong contextual communication and collaboration, effectively connecting stakeholders, ideation, and go-to-market execution. Proven ability to cultivate growth through accountable leadership, relationship building, and delivering impact across organizations.Areas of ExpertiseLean Six Sigma Black Belt Methodologies | Design, Agile, Scrum and Critical Thinking | Playing to Win | Analyzing Data | Project Management | Customer and Stakeholder Management | Process Improvements | Revenue GenerationI have the ability to analyze a situation, then the data, rally a team and develop and drive solutions through implementation to exceed the critical success factors of a business. Some of the tools that I use to be successful are the Playing to Win, Verizon Lean Six Sigma Black Belt, Design Thinking, and ScrumMaster methodologies. I understand the need to have executive sponsorship and engagement because almost 70% of initiatives fail due to either a lack of initial executive sponsorship or a change of their priorities.I also drove results in my 19 years of sales / sales experience with multiple awards and promotions. I am very comfortable dealing at the C Level (CEO, CIO, CISO, COO, and CFO).My drive to success started with being born with a minor case of Cerebral Palsy. I had multiple surgeries as a child to be able to walk with a slight limp today. I also enjoy volunteering to give back and help others. At Verizon, I am a volunteer lead for the Advance Employee Resource Group for people with disabilities and the Technology and Product Development organization. I was also a volunteer lead in other parts of Verizon where I helped organize volunteer events and rally the team to volunteer. Outside of Verizon, I have a positive impact on society by raising money for cancer research by swimming a 2k with Swim Across America in the Long Island Sound and helping the visually impaired with their everyday lives through video chats. In my village, I currently enjoy helping feed the hungry. When my daughters were younger, I coached their CYO basketball teams, was on the rules committee for Westchester / Putnam County CYO, and ran our parish CYO basketball program. I was also a Village Trustee.
Verizon
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- verizon.com
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- 97920
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Principal Engineer - Technology Project ManagerVerizonCroton-On-Hudson, Ny, Us
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Senior Manager Technology & Product Development Business OperationsVerizon Jul 2023 - Present• I am working on Srini Kalapala’s Technology & Product Development (TPD)'s Business Operations team. I am responsible for the management of short and long-term operational strategies and projects, providing reporting and forecasting, and identifying and tracking KPI’s. • Another part of my responsibilities is to prepare and manage the partner / vendor briefs for the SVP. • I recently took over getting approvals for NDA's and SOW's.
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Manager - Strategy Execution | Business Intel | Project ManagementVerizon Mar 2020 - Jul 2023White Plains, New York, United StatesDrive transformational initiatives in (VPS) Global Wholesale Group (Wave, IOT, Infrastructure, IP) 2022 EBITDA of $133M / 153% of plan. 2021 Verizon Business Group Transformation Contributor Award Winner.•Use Lean Six Sigma, Agile, Design, and Critical Thinking skills to develop new transformational initiatives through implementation, track progress, and then continuous improvement. Some skills are VOC, VOB, SWOT, and Process Mapping. One initiative had projections of $84M in new revenue over five years.•Revamped VPS’s Strategy Map and Balanced Scorecard to align with the business objectives, which resulted in 5 of 12 categories completing all of their initiatives and 3 categories completing at least 50% of their initiatives. In 2023, 9 of 11 categories are on track to complete their initiatives.•Organized and led the VPS Senior leadership 2023 kickoff, which led to action plans for FWA, ways to grow Dark Fiber, TDM migration, and new product promos to align and drive VPS’s 2023 strategic objectives.•Use data analytics to manage VPS’s TDM migration. Analyzed data to disconnect 521 $0 billing circuits in 30 days where we were billed for access for the prior six months.•Volunteer: Part of the VPS Volunteering Leadership Team. This includes partnering to develop, organize, and rally the organization to volunteer. I have always been at the top for volunteer hours. Some of my favorite volunteer activities are doing video chats with visually impaired people to help them with their day-to-day lives. Another activity is helping feed the hungry. Also when my daughters were younger, I coached their CYO basketball teams and was on the rules committee for Westchester / Putnam County CYO.
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Strategic Project ManagerVerizon Apr 2017 - Mar 2020White Plains, New YorkPreserve, strengthen and transform projects and initiatives. •Drove individual customer contracts worth more than $10M in new annual revenue (Google MSA, Amazon VoIP and Comcast Ethernet). For Amazon, convinced a VP named Joe Russo and his group to take on more work.•Managed and drove Verizon’s first implementation of a new intelligent edge network for T-Mobile 10G on iEN.•Used data to highlight $12M in Ethernet risk in EMEA where prices were between 30% and 100% higher.•Led a cross-functional team including Sales, Product, Network and Finance to develop alternative ways of drive costs out of the 100G IP Product to be competitive in the Market. This increased 100G IP sales by 71% in ’20 vs. ’19.•Led an initiative to understand Verizon’s US sales coverage, demonstrated that VPS has a 4-5x coverage vs VBG.•Highlighted a risk area in one of our products in EMEA where our prices were higher and extremely higher than the competition.•Mentored two Green Belts in looking at pre and post-sales projects to decrease processes for Wave.
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Verizon Lean Six Sigma Black Belt - Vlss Then Business TransformationVerizon Jul 2013 - Mar 2017Valhalla, NyCertified Lean Six Sigma Black Belt•Completed 3 Black Belt projects with over $2M in benefits to Verizon in one and a half years vs. the target of 2 projects in 2 years. The projects were revenue assurance, pre-sales cycle time and churn.•Analyzed data and determined the JetBlue cloud pre-sales process took too long, which resulted in reducing contracting process by 90%.•Recognized that support, sales and implementation did not agree on who the customers were and that security was missing revenue. Found revenue, created a unique identifier for each customer, and put in a process to fix the billing discrepancies.•Decreased the Cloud quoting process by 75% by getting the Verizon team to make a change in their process by offering a different approval instead of rejecting the quote back and restarting the process. •I also, implemented Sales Force solutions such as disconnect–downgrade to help cloud understand churn, and now other parts of Verizon Business Group utilize.•I was then asked to stay on to manage projects as Verizon Lean Six Sigma (VLSS) was renamed Business Transformation.
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Sales ManagerVerizon Jul 2012 - Jul 2013East Coast And TorontoI joined this group a year after Verizon purchased Terremark. I managed 8 representatives in Verizon expansion of Cloud Services with $150M in annual revenue in a startup environment.•Provided leadership, drove sales, motivated, managed order process, recruited, hired, created budgets, forecasts, reporting and trained all sales personnel for the East Coast.•Since this team was not on the radar for most of the Verizon Sales teams and Terremark was integrating into Verizon, this was similar to a start-up organization. As with many startups, there was a lot of creative thinking required and the need to keep the team motivated in uncertain times. I had to understand what accounts needed to be supported to align with Verizon and assign the accounts to the team. I utilized my Verizon contacts to educate the VES East Coast sales teams on how our group could drive revenue into their accounts. Developed and grew executive level positioning within client business units and Verizon by using business acumen. Also, since I was one of the few people that joined this group from the Verizon side, I coached both my team and people within Terremark to how to deal with the Verizon culture. •Used my background and contacts in Verizon to partner with a VP on the Verizon side and his team to get the Data Center Engineers from the Verizon and Terremark side to work together during the integration of Terremark into Verizon.•One of my reps and I sold one of the first and largest Instance Based Cloud deals
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Senior Account ManagerVerizon Apr 2007 - Jun 2012Senior Account Executive - NYC Government Accounts•Utilized a consultative sales strategy consisting of stewardship, shared expectations and relationship management meetings. Partnered with key stakeholders such as CIO's CISO's and their teams to develop strategic solutions that helped these NYC Government Agencies meet their critical success factors. •Implemented a strategic business plan utilizing Verizon’s security, managed services, business continuity solutions, data and IP strategy to match the client critical success factors.•Achieved 113% 1st Half 2012, 93% of Plan for 2011, 135% for 2010, 100% for 09, 94% for 2008, 108% for 2007.
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Village TrusteeCroton-On-Hudson, New York Nov 2015 - Nov 2017Set policy, approve the budget, adopt local laws and appoint the Village Manager for the Village of Croton-on-Hudson, NY -
Nyc Sales DirectorConversent Communications Mar 2006 - Mar 2007Led a Tier One Branch consisting of 1 sales manager, 5 support people and 18 reps. Promoted to NYC B2B City Sales Director for B2B to turn-around the lowest performing branch in the company in 2005.• Changed the culture, brought leadership, pride and structure to build team unity and improve the process performance by utilizing the team’s diverse skills to lead them from worst to first in 6 months.• Listened to the team, showed them what success looks like and how I could help them achieve their aspirations.• Increased sales in 10 of 12 months and won the company’s 3rd Quarter 2006 sales contest.• Decreased the number of cancelled orders before installation by 65%.On March 1, 2006, I was told that I was promoted to go turn-around the NYC Region. I understood that the NYC team made sales, however they had the highest cancel rate before the orders were even keyed in the system. Their leader was good at getting a sale signed, however not at going through the getting the customer to agree to all of the details for a successful sale. My prior region had the lowest cancel rate in the company. I did two things before the team arrived for our first meeting on Monday morning. I got the keys to the office and went in on Saturday to assess the office. I thought I would hang a few pictures and make a few minor adjustments. When my wife and I arrived, I knew why they were in bad shape. The environment was neither civil nor professional. There was garbage throughout the office, black marks on the walls and clutter everywhere. My wife and I took seven hours to clean the office, buy paint to get rid of the black marks and make it look professional. When the team arrived on Monday morning, they new that this was the start of a new beginning. I let them know in our first meeting that everyone had a clean slate, I was there to support them and help them succeed. -
Regional Sales ManagerOne Communications Oct 2004 - Mar 2006I was hired to take over a Sustainable Growth team of 12, increase the headcount to 18 while maintaining the productivity per rep. Once we got to 18 reps, I then had to increase the productivity per rep. In the beginning, I talked to the person that I replaced since he was promoted. I then talked to the team to let them know that I was there to support them and help them succeed.I had a 1:1 with everyone on both the sales and support teams to do a skill / will evaluation on them. The people with skill and will were the ones I wanted to support and get to levels that they didn't think were possible. The ones with will however no skill were the ones that I wanted to get the training that they needed to develop their skills. I believe that anyone who has a will eventually will succeed. For the ones with skill and no will, I had to understand what has slowed them down and see if we can light that fire again. If not, either find a different role or have them leave the business. For the people with neither will nor skill had to leave the business. I had to understand what their aspirations were and what help they needed to get there. To be successful, I had to earn the trust of the team that I could help them. Many of the founding Conversent executives were from AllNet, another company that sold to the SMB market in years past. Since I was proactively recruited by the President of Conversent Sales due to my great success at AllNet, I had instant credibility. I did not take that for granted. I led by example in utilizing the skills that made me successful in AllNet and I taught them the relationship selling skills that I learned at AT&T selling to the Global Enterprise market. I was also able to hire a few good people early on and I was able to help them to have early success. This created momentum and enabled us to win the company sales contest in both my first quarter and last quarter when I was promoted.
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Managed Service Account ExecutiveAt&T Oct 1998 - Sep 2004•I started as a hunter in winning back customers selling managed services, data services and voice services•After I proved myself, I was given a module of ten multinational accounts in the Enterprise segment with $12M in annual spend.•Won Gold Club every year that AT&T had it during my tenure.Achieved Quote of:126% in 2004143% in 2003111% in 2002174% in 2001124% in 2000139% in 1999 -
Major Account ManagerAllnet Communications / Frontier Jun 1995 - Oct 1998•I was promoted twice from Sales Rep to Account Manger to Major Account Manager.•Exceeded quota each year.
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Sales Rep College InternAirborne Express Jun 1994 - May 1995•I was the first inside sales intern in the history of the company. •I exceeded targets to drive new sales and appointments for the full-time outside sales reps.
Ken Walsh Education Details
Frequently Asked Questions about Ken Walsh
What company does Ken Walsh work for?
Ken Walsh works for Verizon
What is Ken Walsh's role at the current company?
Ken Walsh's current role is Principal Engineer - Technology Project Manager.
What schools did Ken Walsh attend?
Ken Walsh attended City University Of New York-Baruch College - Zicklin School Of Business, Iona University.
Who are Ken Walsh's colleagues?
Ken Walsh's colleagues are Frank Fenner Iii, Charles Lynch, Matthew Barker, Alicia Crumley, Sher Shaik, Shirley Harleyma, Conchita Conchita Kitchen.
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