Russell Freytag Email & Phone Number

San Antonio, Texas Area

Austin, Texas Area

Strategic Business Consultant – This business was developed to consult with companies on how to successfully design, deploy and measure their strategic initiatives using a repeatable, scalable and transferable proven methodology. This process starts with a client’s maturity model assessment followed by a comprehensive operational plan to bring the client to a level 3 maturity model where business analytics can be applied. Once this level is reached business intelligence can begin allowing for the final stage of automation of both manual processes as well as business intelligence.

Austin, Texas Area

Round Rock, Texas

Senior IT Program Manager - Hired to consult on some of Dell’s most complex IT program deployments. Responsibilities include strategic methodology implementation, program/project management mentoring, cross functional team leadership,

Partnering relationships with the Americas, Europe and Asia Pacific regions. Responsibilities included business requirements gathering and definition, Stakeholder management, process mapping of current state, future state and perform gap analysis. Identify solutions and design end to end program capabilities for a global software development, implementation and stabilization of a new business programs. Develop use cases for test teams and work instructions to be used for training materials by all functional users. Critical functional partners I worked with included Sales, IT, Marketing, Sales compensation, Services, Support, HR, Legal, Tax and Payroll. Programs I worked on during my consulting role with Dell are listed below.• Global Sales Quote to Cash System – Create a single interface that allows sales to quote and order solutions (Hardware, Software, Consulting, Services which all currently are done independently) in near real time.• Global Billing Solution – Replace a hardware billing application with a globally scalable solution that is flexible and configurable to manage Dells changing billing needs. Coached / Mentored the stakeholders on project management skills. • Service Business Process Re-engineering - Defined and document current state off line global sales processes by region and created the future state sales process to align globally. Identified issues and made recommendations for changes to the executive sales team in – sales support structure, sales tools, sales infrastructure and sales business process to align and form a global warranty business. • Automatic Service Renewal Program - Create a scalable global solution to allow customers to manage (renew, upgrade, add /remove assets) their services online. Create a global marketing program to proactively notify customers of pending service expiration. First year increase of $24 million incremental revenue $6 million IT budget.

BPI Black Belt Global Project Design implementation of enterprise compensation application designed to replace the manual third party compensation program with an in-house automated solution, a first for Dell. Working across multiple segments and groups I had the vision of the program, the strategy to design and develop the product, methodology and software lifecycle. Cross functionally gathered international requirements, wrote the business requirement document, worked across groups to influence building the right team, developed the timelines, milestones and communication to the Executive team, Project managed the build and deployed successfully into two segments 100% adoption in two business segments. Because of the success of this program a Global compensation solution was requested by the business. Having done all of the ground work for the first program I added the global component and identified a Global solution, presented to the executive staff and received approval for the project. Cost Benefit Analysis showed an initial 28 million dollars annual revenue generation for the business to start with for the first 2000 users. This revenue generation will eventually apply to 40,000 users with a potential of 560 million in revenue generation.

Small Medium Bussiness Compensation Program Manager .Business Process Improvement Green Belt Project. Move from undefined undocumented process to documented repeatable, sustainable, transferable and efficient process. Evaluated current compensation process, performed gap analysis, designed future state and implement new process. During this point the compensation methodology and product life cycle was designed and developed. This resulted in 5.5 Million dollars annual savings to the business. This work is the building block and sets the foundation for the above program to be possible. Understanding the complete picture of the compensation program was critical to being able to build an end to end automated solution.

Americas Transactional Group Compensation Program Manager - Responsible for new compensation process design, controls, governance, alignment, planning, budget, forecasting, tracking, communication, implementation, payout reconcile Budget to actual spend at a segment level (600 employees). Responsible to pay sales reps, Managers, RSM, AE, Director, VP and GM payouts. Objective of this position was to create a stable compensation processes and add segregation of duties to the segment. This involved many Business Process Improvements that required a broad knowledge of cross functional groups Process and requirements in order to be successful. BPI Yellow Belt Global Project I took the initiative to evaluate a third party vendor that was providing compensation to Dell. Analysis showed Dell was being charged 50% of its compensation cost by the third party with little results. I recommended to all segment General Managers to remove the company resulting in 16 Million dollar annual savings company wide. Project – Realigned the compensation documentation and design responsibilities from the Sales leadership and repositioned it in the HR group Americas Compensation. This required organizational agility and influencing skills and freed up the Sales leadership to focus on selling.Product manage Project – Change After Point Of Sales business entire attainment process creating appropriate segmentation of duties aligning Operations reporting into an Oracle solution from Sales manual reporting. This added governance, compliance, infrastructure and automation into the business. This product development replaced manual processes and enabled our sales teams to have near real-time reporting with daily postings.

Software &Peripherals Compensation Program Manager.Complete Startup of Software and Compensation Program – Responsible for new segment creation of compensation process development and design, controls, governance, alignment, planning, budget, forecasting, tracking, communication, implementation, payout reconcile budget to actual spend at a segment level (250 employees). Responsibilities expanded and increased in complexity from dealing with a single segment to multiple segments, reporting and infrastructures. Increased duties include those in the LCA position but expanded to include many projects; Project - create segment deliverables timeline for Comp, contest, payouts, Quotas, and schedule and run all meetings associated, Project - creation of a Quota process end to end, Project - become compliant with business controls, Project – develop, design and maintain commissions forecasting process, Project – develop and design contest budgets and process, Project - Migration of manual quota process to new Quota tool, Project – develop and design Americas sales tracking report, Project - develop and design a guarantee process for sales compensation, Project – Commission Software Migration to Oracle based solution, testing, training, deployment, stabilization and issue resolution. Result; S&P business results improved from 95% attainment in my first quarter to 109% in last quarter in part due to this Compensation Program/Products/Projects implemented that allowed Sales teams to focus on Selling.

Large Corporate Accounts Compensation Program Manager. Responsible for new compensation process development, design, support, controls, governance, alignment, planning, budget, forecasting, tracking, communication, implementation, payout reconcile Budget to actual spend at a segment level (500+ employees). Responsible to pay sales reps, Managers, RSM, AE, Director, VP and GM payouts.Project: Software change from third party compensation (Salinas) to internal reporting data warehouse. Result: New product planning validation and testing to ensure the most efficient and comprehensive deployment of the new comp plans from training of compensation and payroll personnel to training of Sales Managers provided the sales teams with a transparent transition into a new software application.Circle of Excellence Award – Responsible for new Program process design, controls, governance, alignment, planning, budget, forecasting, tracking, communication, implementation, payout, rules, work issues and distribute the rankings for all Sales personnel. 2002 was a challenging year in the fact that Large Corporate Accounts and Enterprise business merged. Each segments sales force had to be merged into one creating a complex scenario to track (1000 + sales makers).Result: The trip standings were distributed to sales quarterly as a motivator with great acceptance. The Large Corporate Account Director stated that the program was 100% better than the previous year with no issues. This process was used as model for other segments in Dell to follow.

Designed process, Tools, Infrastructure, controls and customer interface North Western Mutual Life Insurance for internet solution to manage, control and automate a very manual and highly complex business. This was one of the most complex Program start-ups to date. This project pushed the limits of all areas of Dell from Sales to Manufacturing, Order Processing, and Operations in all it touched every area of Dell and required high degree of cross functional agility and influencing people from all levels of the company.Result: The software development and the infrastructure put in place enabled the business to function. Working cross functionally across Dell and many different groups attained 173% of quota for the first Quarter of operation. Processed 1000 complex individual 15-page purchase orders in one month for 2.6 million. To put that into perspective the segment as a whole (500 reps) processed 5000 1-page purchase orders in the same time frame. For the year I average 136% as a sales manager the highest in the segment out of 15 managers.

Dell Evaluation Program / APOS Program Manager.Objective to bring the evalvaluation units past due balance from 75% past due to under 25%. This requires working with all Sales personnel inside and out to bring focus to the program and direct them to resolutions. Developed and designed process, Tools, Infrastructure, controls and customer interface for internet solution to manage and control the Evaluation Program and reduce the outstanding Evaluation units in the field for Dell.Managed and developed the first After Point of Sales Service group for Dell. Developed and designed Process, Tools, Infrastructure, controls and customer interface for internet solution to manage the After Point Of Sale Services program. Result: Working cross functionally grew the balance of eval units in the field from 1.8 million to 4 million while reducing the past due balance from 75% to 9%. The end result was LCA saved 10 million dollars or 40 million dollars in Sales equivalent dollars for the year. Developed a business plan for the APOS group and sold into the business this group would reach 100 million in sales within 3 years if developed. We hit this goal up from 10 million annually. I developed the first system at Dell that monitors the Status of Evaluation units. Q4 we had a credit of over a million dollars this was huge to the bottom line when an expense of $450,000.00 was expected.

Achieved worldwide recognition as a leader attracting visitors to study sales techniques used in Austin. Established industry standards, developed, designed and implemented a sales promotional and marketing program for the Austin District. Utilizing these strengths developed and design a statewide programs working cross functionally to raise sales across the board utilizing best practices from all districts and increasing communication between the districts.

Bachelor Of Business Administration (B.B.A.), Business Administration And Management, General

Education record

Education record