Will Simpson Email & Phone Number

Austin, Tx, Us

Austin, Tx, Us

Executive Coach, Advisor, Consultant and Fractional Executive.

Co-Founded and lead as primary coach and consultant. We offer a full suite of coaching, consulting, advisory and fractional executive consulting.Virtual Admin Partner is a wholly owned subsidiary offering Fractional Executive Admin Serives.

Guide a pilot reporting initiative to align engineering level reporting with Portfolio / Product Roadmap reporting.

Consulting executive coach for leaders within Global R&D at Bazaarvoice.

Facilitated the executive off-site for annual planning.

Joined the technology leadership team of an established technology company to capture, refine and execute operational models to facilitate growth in two primary areas. Set the foundation for a team to focus on continued Agile excellence including the organizational model for this new team. Operated as the hands on leader for a new international site including the business focus model, oversight of the entity set-up and initial local team hiring.

Mobile, Alabama, Us

I make up stories and write them down!

Austin, Texas, Us

An Invite-only community of top tier fractional executives.

Austin, Tx, Us

I served in a key, interim role tasked with shifting the mindset of the product and engineering teams to a customer-centric focus. Functioned as the technical, mission-driven thought leader carrying the company through the next phase of growth. ➥Oversaw a comprehensive assessment of internal processes and budget controls to support and improve operational excellence.

Austin, Texas, Us

Here, I was exclusively recruited to lead a key transformation of an underachieving business into a flourishing enterprise. Additionally, I created and implemented strategies, frameworks, and roadmaps to accelerate revenue, growth, and profitability.➥Driving force ideating and initiating the introduction of an applicant tracking system enhancing best practices and operational efficiencies.

Austin, Tx, Us

Here, I was recruited to convert the engineering division into a thriving entity succeeding a major acquisition. Additionally, I led a global engineering team, removed silos, and improved communications across world-wide operations.➥Spearheaded a pivotal reorganization methodology encompassing all engineering teams, enabling resources to choose roles, with the total restructuring occurring in under 90 minutes.

Austin, Tx, Us

I was exclusively recruited to propel impactful growth within the ground-breaking technology enterprise. ➥Directed a critical sale of part of the business, invested the profit back into the company, and obtained the inaugural customer while generating a 41% growth in 12 months.

Austin, Texas, Us

Promoted report directly to the company President, serve as a member of the Executive Team, and lead all aspects of technology including architecture, software development, QA, business analysis, system operations, product development and information technology. Led a team of 70 including 6 Directors and an annual budget of $11M. Initial goal was to upgrade technology department. This success was followed with moving engineering to a single technology stack based in Java and Linux. • Led the design and build out of a central data warehouse, supporting a more robust SaaS model and allowing the company to provide marketing analysis on its wide range of sourced data. • Drove the conversion of the team to a DevOps focus, which has facilitated efficiency from ideation to implementation. • Based on the success of the Agile philosophy in Engineering other departments have adopted Lean and Agile practices. • New product implemented on target with Technology KPI and budget.• Developed strategies to recruit and develop high performing technology employees despite a competitive market in Austin by evangelizing the use of third party and outsourced resources. Leveraged near shore resources in Costa Rica, which generated 60% cost savings.• Increased efficiencies by using customizable off-the-shelf applications whenever possible rather than building all technologies in-house.

Austin, Texas, Us

Promoted to report to the CEO and to turn around the underperforming Quality Assurance and New Product Engineering teams while maintaining all staff and responsibilities from previous role. Led a team of 50 professionals and oversaw a $6.5M budget. The New Product team was one year behind in the development of a new product; overarching goal was to complete and launch the product. Evangelized the need for Agile methodologies as a way to reduce silos, improve products, and increase efficiencies. Obtained senior leadership buy-in to train the team and move to the Agile philosophy.• Increased efficiency/velocity 38% by transforming the team to an Agile development team. o Assessed leadership and ultimately replaced 50% of department leadership. o Recruited a new Director of Architecture, improved processes, and integrated QA team into Engineering. • Supported and successfully enabled self-forming engineering teams.• Set delivery date of Feb 2013 for product; delivered the product in Dec 2012, 20% ahead of schedule.

Austin, Texas, Us

Hired to FirstROI to eliminate backlogged product issues/bugs in order to pave the way for departmental growth and the development of new products. Joined FirstROI when the company was preparing for acquisition by BancVue; assigned to oversee engineering for FirstROI’s products. FirstROI built, marketed, managed, and provided security for community banking websites, which were used by customers to open accounts. BancVue’s patented Reward Checking System was licensed to approximately 600 Financial Institutions and provided tracking and support for customer incentive programs. • Increased team size 210% within 3 quarters. Built a Tier III analyst team, which filters incoming issues and improved efficiency 20% (submission time). • Led development teams responsible for creation and support of core products and tools supporting more than 250 FirstROI customer websites and approximately 600 BancVue Reward Checking System licenses.• Introduced new documented processes and change management tools to eliminate backlog. • Assigned additional responsibility for leading the team responsible for the Reward Checking System product which drove 85% of company revenue

Jacksonville, Fl, Us

Led a team of 26 geographically dispersed developers (India, Australia, and 3 US locations) responsible for writing code to fix bugs and create enhancements to $100M in technology product lines. Led development, IT, and customer support responsibilities for all D&B customers. Oversaw a $17M budget.• Reduced defect backlog 50% within the first 3 quarters.• Achieved 121% of Non Paid Usage Project revenue goal; developed the project in 2006 and grew it to become a key revenue stream for D&B. • Led Tier III Analyst team to filter 90% of incoming items; issues were resolved by analysts and required no escalation.• Built a diverse yet cohesive cross-functional team that effectively worked across engineering, support, and 7 time zones.

Jacksonville, Fl, Us

Promoted to lead the compliance team responsible for ensuring corporate and Sarbanes-Oxley (SOX) compliance; retained all responsibilities from previous role in the renamed department. Led a team of 15 technologists responsible for development, IT support, customer support, and compliance. Notable contributions:• Created the Non Page Usage Project which reduced software license abuse by persuading customers to upgrade accounts. Generated $1.1 million in revenue by upgrading customers instead of losing them. • Initial project goal was to contact customers who were not in compliance with licensing agreements (more users than license fee allowed) and persuade them to reduce the number of users to comply with agreements. Financial goal was to not lose more than $150,000 in lost accounts. • Developed a pitch which turned a negative position into a sales tool; most customers opted to upgrade accounts rather than limiting users.

Jacksonville, Fl, Us

Hired to build a new group with the ability to provide Tier III support to Hoovers biggest customers which, combined, generated 21% of revenue. Hired and trained employees to communicate with customer and elicit information which enabled the team to resolve technology problems. Assigned additional responsibility for managing an additional development team; development team enabled the group to rapidly implement technology changes/improvements. Subsequently assumed the additional responsibility for the internal IT support group. Notable contributions:• Reduced the number of technology issues and the response time to the issues 50% within 6 months. • Turned around multiple challenged accounts by engaging customers and explaining technical issues in non-technical terms while rapidly solving customer problems.

New York, New York, Us

Oversaw the IT department; particular focus was on ensuring technology-based security for all projects. Ensured internal/local security of proprietary information and documents. Modernized and improved the efficiency of internal IT services; installed a new secure mail solution. Notable contributions:• Led network solution restructuring for local and remote offices in Austin and Washington, DC.• Contributed to increased revenue by deploying web analysis tools leveraging data to drive marketing decisions by determining the success of campaigns.

Us

Responsible for the maintenance and ongoing design of primary Internet site and multiple intranet sites.

Led the direct product support team. Led the team that planned and implemented the on-line marketing/selling of all re-manufactured products. Served on the team responsible for the initial design and support of the internal network.