Rick J. Crowley Email & Phone Number

Lincoln, CA

Strategic consultant to companies looking to significantly reduce operational costs by deploying innovative enterprise content management, knowledge management and/or learning management solutions.Work with companies and schools to brainstorm innovative ideas for Knowledge exchange and retention. This includes optimizing operations, improving overall.

San Francisco, California

Created a Sales Readiness knowledge framework for Corporate business units to share content with the Sales Organization. Improved a weeklong onboarding program that took survey results from 3.0 to 4.5 and higher including the creation of technical breakouts for the Solutions Engineers. Reduced operational costs by half a million dollars while reducing.

Palo Alto

Managing and driving Learning Solutions for Employees, Partners and Customers.CRITICAL RESULTS: Developed “learning paths” to accelerate customer enablement and adoption (Accenture: “This is the best way for us to bring new people onto the project - classroom is far less efficient”).

Identify, Define, Partner, Develop and Deliver Innovative 'services' to generate revenue and/or reduce operational expenses on behalf of Xerox Business Services. The focus was on 'XEROX Research Innovations' (PARC - Palo Alto Research Center) and the opportunity to align them to the learning business. The job also entailed working with customers to help.

• Increased partners’ learning investments, then aligned the entire partner ecosystem to NetApp’s enterprise content management systems while eliminating $500,000 in NetApp expenses in first 6 months.
• Engineered a corporate culture shift from business function-focused delivery to cross company delivery leveraging an enterprise content management strategy while still meeting the business function needs.CRITICAL.

• Designed, developed and delivered an E-Learning architecture across 40+ Cisco training organizations all while developing and maintaining a 5 9’s uptime in a global 24x7 market reaching hundreds of thousands of.
• Coordinated with executives in all organizations to define, standardize, prioritize and implement Cisco’s aggregate partner training needs.
• Built consensus among executives to prioritize, and improve the corporate web presence while reducing costs.
• Championed (on behalf of COO) streamlining survey procedures reducing redundancy across customer and partner-facing survey, metrics and search solutions.CRITICAL RESULTS: Appointed by CIO to consolidate multiple.

• Directed the corporate IT infrastructure overhaul. This included launching a secure commerce website, e-mail and calendering upgrade, internal portals, and a 24/7 support desk.Critical Results: Restructured IT.

Led the development and management of the CD and video learning infrastructure, with full authority over an $8 million budget and a team of internal and contract personnel. Leveraged technologies to deliver training to all employees with a focus on sales readiness. Contributed to the establishment of system requirements and migration to online learning.

Responsible for all demos that supported all trade shows and seminars. This included training the sales force on how to position and demo products for customers. Many of the demos were then distributed to the Global Sales Teams (including Partners) to use with their customers.

Responsible for supporting sales rep with a broad knowledge of oracles’ products and an ability to demonstrate how the products helped the customers solve business problems. Made 'Quota Club' both years and supported Fortune 500 companies migrating from proprietary systems to Unix, C and Oracle open architectures.

At Paychex, Inc i managed the online payroll system used by payroll specialists who interfaced with the client to gather employee hours. i was also responsible for the conversion the 380,000 lines of cobol code on a proprietary Prime computer to C, on an oracle database leveraging a unix environment.

Gathered customer feedback, prioritized and aligned requirements with company objectives and drove the product development to achieve results. The company closed its doors in 1988 and I consulted to support the customers in running the system until they extracted the value they needed to justify their investment (one customer used the system until 2014!).