Corporate-wide job title change to better reflect the value added to the business

Moved to take a leadership role in Master Data Management and Business Intelligence, leading a team of highly motivated professionals. Continuing to gain alliance around a single legal entity identifier to allow us to leverage business intelligence across all our business units.

Within the same organization in Marketing, my focus is now on Process Development & Improvement and Data Governance. We're changing how we approach managing the business and I'm excited by the opportunity to be involved at the grass roots level.

As a result of process improvements I implemented after moving to Marketing in 2006, I was asked to take on an additional role within the Marketing organization. So in July, 2009, I joined the Customer Intelligence (CI) group. The CI group provides critical information to many organizations within the company. The information we provide empowers Sales in managing their customers, assists Finance in supporting Sales, and provides executive leadership the information they need to make critical business decisions. Key achievements in this position:- Developed a business model for FiOS for business customers.- Developed consistent methodology and process for counting customers across business units, including C-level reporting package.- Developed and implementing a consistent data gathering process, allowing for refreshed data at a standard and accelerated rate.

In July, 2006, I moved to the Marketing organization in Verizon Business (VZB), supporting the Sales channels in VZB and Verizon Telecom (VZT). I am responsible for managing the assignment of customers to Sales channels, mediating channel conflict, and educating peer organizations regarding the assignment of customers.Key Achievements in this position:- Reduced channel conflicts by > 90%- Created and led a cross-functional team to identify issues and their solutions, implement the solutions, and report progress to the leadership team.- Worked with an external vendor to improve processes within their organization. As a result, vendor response time was reduced by 80%.

In my role as Group Manager, I was responsible for managing a highly talented group of individuals tasked with accurately tracking and paying incentive Sales compensation. Incentive payments were made on time, every time. As a team, we worked with a wide variety of organizations (Human Resources, Legal, IT, Sales, and Product Management to name a few), ensuring our success. During this time, we continued the tradition of providing world-class support to our internal clients, consistently exceeding expectations, while nurturing cross-functional relationships of respect and trust.

I worked in Sales compensation with GTE/Verizon/Verizon Business for 12 years, in a variety of roles with increasing responsibiity. Key functional areas are:- Compensation Plan Design and Training. Worked closely with Human Resources and Sales to design and document compensation plans each year. Additionally, provided training on the plan to Sales.- Individual Case Basis (ICB) contract review and valuation. Responsible for developing, implementing, and managing a process to review all ICB contracts for the purpose of determining compensation value and adherence to the compensation plan rules.- Automation of payment calculations. Designed spreadsheets to automatically calculate incentive payments while remaining flexible enough for exceptions and plan changes throughout the year.- System development, testing, and implementation. I worked on a team tasked with developing a system to automatically track orders for commission purposes. I was involved in all facets of the project, developing a strong relationship with the external system developers that continues to this day, many years later.

This position is the same as the position Sr Staff Consultant - Verizon position. GTE merged with Bell Atlantic to form Verizon in 2000.