Michael Kenyon Email & Phone Number

New York, Ny, Us

VP of Business Development is responsible for overseeing the coordination, review, revisions, negotiations, and drafting of contractual agreements involved in the procurement of technology-related goods and services, including hardware, software, and consulting services. • Contractual agreements consist of non-disclosure and confidentiality agreements; purchasing and/or licensing agreements; services agreements, order forms, order schedules or statements of work; and contract amendments, among others.• Maintain a database that tracks the status of PRINCETON’S IT SERVICES contracts and will need to ensure the maintenance of accurate, thorough contract records.• The candidate must be able to provide coaching, training or specific feedback for incorrect procedures or broken business rules.• Act as central business unit liaison with PRINCETONS IT SERVICES Legal to facilitate the contracting process.• Coordinate the interaction between business and vendor.• Review contact terms and conditions ensuring compliance of company policies. Assist business unit in negotiation of business terms.• Lead the business development of large/premium accounts that have significant PRINCETONS IT SERVICES staffing/consulting needs.• Strategize with the President to develop and grow new and existing business.• Setting up several appointments per week with top-tier technology executives in the North Jersey, Philadelphia and Princeton areas.• Function as a Hunter, identifying IT project based, IT consulting assignments and large IT staffing opportunities.• Cross Selling PRINCETONS IT SERVICES staffing/consulting/professional services at existing clients.

Providing analysis of the existing practices of a company and make recommendations for improvements specializing in business management, human resources, sales and operations. The main goal is to help improve companies through assessing weaknesses and recommending solutions.

General Manager of start-up for three businesses: management consulting, Construction and Maintenance and property management companies funded through private investor financing and structured as a limited partnership. Design business development, created budget and performance objective, directly implementation of accounting, sales and marketing and created the entire operating and technical support infrastructures. • Launched multimedia advertising, public relations and marketing campaigns to increase the visibility and market penetration for all companies. • Built and managed property Management Company to service 2000 units with 12 clients. Brought company from inception to be profitable in January 2007.• Created Management Consulting Company that serviced accounting, operations, human resources, and management training and development up to 80 clients.

Senior business manager with planning, sales marketing, technology, training and P&L responsibility for 2 million dollar global real estate branch. Directed a staff of up to 35 sales and operational personnel.• Increased the bottom line by $2 million in two years by recruiting (37 sales agents), training and by establishing performance measurement for Real Estate office.• Implemented commission and incentive program to boost sales by 25% each year.• Achieved increase in Customer Service Quality from 47% to 92 % acceptance ratio.• Hiring program implemented to increase productive agents by 50% over the two years period.

Gb

• Assisted diverse clients in their redesign and implementation of HRIS, payroll, compensation, management, and benefit systems.• Team lead (five members) for workflow and system interfaces for PeopleSoft engagement for a major financial and insurance corporation.• Principle consultant responsible for internal certification of PeopleSoft HR, payroll and benefits release 6.60. Assignment involved creating a worldwide corporation and testing all facets of program to identify bugs, training issues and develop solutions.

• Increased $60 million to the bottom line in one year by developing automated performance measurement program for 5000 person operation.• Managed operations for $1.4 billion region (company’s largest), opened one new office and consolidated three offices into one.• Operational management responsibility for nine operational sites which included: budget and expenses, salary administration, office and senior management annual review, facilities, fleet, business process improvement, LAN support staff, operational planning (expansion, construction, relocation of office, realignment service products), and working with senior management to analyze and forecast the regional impact of future business.• Successfully restructured $4 million bonus budget for 1000+ division managers with incentive and management bonus plans

• Led reorganization team to reduce 27 offices down to nine divisions within two years. Saved $60 million using performance measurement.• Designed and implemented pay-for-performance program that rewarded excellence in performance without exceeding corp. merit and promotional budget for 5,000 employees with a $100 million annual payroll. Developed and automated performance measurement process countrywide that tracked and measured claims handling, payout and overpayments by technicians and units.

• Designed computerized salary planning, bonus budget and national sales commission program at 4000 person division.• Created affirmative action plan to comply with office of Federal Compliance and Contract Audit. Directed major hiring campaign for new systems programming department for 101 employees ranging from programmer analyst to Vice President for Merrill Lynch Financial back office development project.

• Team leader for divestitures of five financial service companies, selection and implementation of HRIS including setup, organizing pilots, and managing parallel testing environments.