Work with Sales Teams in Telecommunications, Media, Entertainment and High Tech as an industry specialist, applying Deep Analytics and Artificial Intelligence into the business processes. Work with Sales Teams in Telecommunications, Media, Entertainment and High Tech as an industry specialist, applying Deep Analytics and Artificial Intelligence into the business processes

Responsible for working with account teams in developing successful sales motions for customers who are wanting to solve a specific analytic problem or improve a business process through data analytics. Work with executives in developing analytic strategies including moving their analytics to the cloud or using a hybrid model. Also, in the innovation group for developing solutions based around analytics and process improvement.

Provides knowledge transfer and thought leadership to customers that are thinking about moving their analytic Environment to the cloud or has made the decisions to do so and require some guidance in best practices. Also leads accounts through Data Architecture design and Analytic Data Roadmaps. Advise Sales teams on sales strategy around cloud migrations. Provides knowledge transfer and thought leadership to customers that are thinking about moving their analytic Environment to the cloud or has made the decisions to do so and require some guidance in best practices. Also leads accounts through Data Architecture design and Analytic Data Roadmaps. Advise Sales teams on sales strategy around cloud migrations.

Responsible for working with account teams in developing successful sales motions for customers who are wanting to solve a specific analytic problem or improve a business process through data analytics. Work with executives in developing analytic strategies including moving their analytics to the cloud or using a hybrid model. Also, in the innovation group for developing solutions based around analytics and process improvement.

Bob Bender is the Sr. Partner in Business Consulting specializing in Telecommunications. At Teradata he specializes in Business Value Assessments, Analytic Roadmaps, Analytic Environment Architecture and developing uses for customers. Bob Bender is the Sr. Partner in Business Consulting specializing in Telecommunications. At Teradata he specializes in Business Value Assessments, Analytic Roadmaps, Analytic Environment Architecture and developing uses for customers.

Responsible for leading Sales teams in the Americas through analytic services at customer and prospect sites. The Principal Industry Consultant is responsible for developing analytic opportunities within existing customers and prospects, and then forming the team to deliver results under contract. Also works with customers to develop Strategic Information Plans, Data Warehouse Roadmaps, Business Process Design, Business Value Assessments, Advanced Analytic RACE engagements, and Data Warehouse Governance models. He also serves as a SME on Teradata’s Communications Logical Model. Bob not only develops these plans and models but has led several teams through successful implementation of these and other projects, plus has been named as interim Director of DW for three customers to lead their DW teams. Responsible for leading Sales teams in the Americas through analytic services at customer and prospect sites. The Principal Industry Consultant is responsible for developing analytic opportunities within existing customers and prospects, and then forming the team to deliver results under contract. Also works with customers to develop Strategic Information Plans, Data Warehouse Roadmaps, Business Process Design, Business Value Assessments, Advanced Analytic RACE engagements, and Data Warehouse Governance models. He also serves as a SME on Teradata’s Communications Logical Model. Bob not only develops these plans and models but has led several teams through successful implementation of these and other projects, plus has been named as interim Director of DW for three customers to lead their DW teams.

Support sales teams with accounts in the Telecom industry by knowing the industry and the business problems they have. Work with customers in solving those problems through well structured data warehouse environment and analytics to support the business

Director for the Open Services Architecture (OSA) developed in partnership with Telia and Ericsson Mobile in Sweden. The products and services developed on this architecture are based on CORBA Open Standards utilizing Java and Enterprise JavaBeans within an Oracle 8i database. Worked with Standards organizations such as JAIN, OMG, Parlay and ITU/ETSI. Presented the OSA to Telekomdagarna’99 in Stockholm, Sweden as a worldwide announcement. Directed the team which developed the “Golden Gate” architecture for Telia Mobile. Also, Directed a contingent from the Americas Communications Consulting organization on a global team to develop the internal Business Architecture for Oracle Telecom Products.Director for the Open Services Architecture (OSA) developed in partnership with Telia and Ericsson Mobile in Sweden. The products and services developed on this architecture are based on CORBA Open Standards utilizing Java and Enterprise JavaBeans within an Oracle 8i database. Worked with Standards organizations such as JAIN, OMG, Parlay and ITU/ETSI. Presented the OSA to Telekomdagarna’99 in Stockholm, Sweden as a worldwide announcement. Directed the team which developed the “Golden Gate” architecture for Telia Mobile. Also, Directed a contingent from the Americas Communications Consulting organization on a global team to develop the internal Business Architecture for Oracle Telecom Products.

 Directed a professional staff of 60 employees and 100 consultants/contractors who developed and maintained the Access Management, Carrier Access, Carrier Billing, and Activity-Based Management Systems. Led the Development staff through implementing CMM techniques into the Software Development Lifecycle. Also, directed the Program Management Office for the long-distance division’s Year 2000 effort. Established the International Year 2000 PMO between Sprint and it’s international partners. Served on the US President’s Council on Year 2000 Conversion and was part of the team that developed the “Year 2000 Information and Readiness Disclosure Act” at the Federal level. Also was on the Securities Industry Association Year 2000 Telecom Advisory Panel, spoke at various Year 2000 conferences and represented Sprint to its Customers regarding Year 2000 issues. Directed a professional staff of 60 employees and 100 consultants/contractors who developed and maintained the Access Management, Carrier Access, Carrier Billing, and Activity-Based Management Systems. Technologies involved included all platforms from Mainframe to Client Server to Web-based. This included the Expense Data Warehouse and an Operational Data Store developed in conjunction with implementing PeopleSoft ERP. Led the Development staff through implementing CMM techniques into the Software Development Lifecycle. Also, directed the Program Management Office for the long-distance division’s Year 2000 effort. Established the International Year 2000 PMO between Sprint and it’s international partners. Served on the US President’s Council on Year 2000 Conversion and was part of the team that developed the “Year 2000 Information and Readiness Disclosure Act” at the Federal level. Also was on the Securities Industry Association Year 2000 Telecom Advisory Panel, spoke at various Year 2000 conferences and represented Sprint to its Customers regarding Year 2000 issues.

Managed the development of a process improvement technique for Sprint. Led the Business Development of this technique throughout Sprint and developed process models for the entire customer/product lifecycles. The success of this modeling led to several major changes within Sprint and accounted for over $750M in cost savings and/or cost avoidance. Successfully transitioned a staff of 10 Information Engineers into Internal Consultants. Managed the growth of the new technique from one department to virtually every department within Sprint Long Distance and most of Sprint Local. Directed a Business Development team to design and implement the processes for Sprint Passport, Sprint’s Internet Gateway Division. Managed a staff of 12 employees in the development of Sprint’s Enterprise Model. Managed the development of six Business Area Analyses for Sprint’s core processes, including network management, customer service, and billing. Provided consulting to system development groups in the use of the Enterprise Model and the Business Areas Analyses. Managed the development of a process improvement technique for Sprint. Led the Business Development of this technique throughout Sprint and developed process models for the entire customer/product lifecycles. The success of this modeling led to several major changes within Sprint and accounted for over $750M in cost savings and/or cost avoidance. Successfully transitioned a staff of 10 Information Engineers into Internal Consultants. Managed the growth of the new technique from one department to virtually every department within Sprint Long Distance and most of Sprint Local. Directed a Business Development team to design and implement the processes for Sprint Passport, Sprint’s Internet Gateway Division. Managed a staff of 12 employees in the development of Sprint’s Enterprise Model. Managed the development of six Business Area Analyses for Sprint’s core processes, including network management, customer service, and billing.

Managed over 30 employees who supported the Consumer Service Group’s internal systems. Led the team that created an Order Tracking System for over 1 million orders per month. Designed, and managed the development of, the first Rockwell ACD to AS400 electronic bridge.