Relationship Fitness is defined as the ability to execute relationship activities effectively and successfully. Everyone has a level of Relationship Fitness in all of their relationships. As a Relationship Fitness Trainer, my goal is to help two individuals work together to take a Relationship Fitness Improvement Journey and enhance their effectiveness and success in their relationship activities.

Working with individuals and teams to learn from the Past, aim for the Future, and focus on the Present to make a difference using Core Energy Leadership and Behavior Intelligence as the foundation.-----Learning from experience to build the specific knowledge, skills, and expertise to perform, as well as the hunger to do what it takes to perform will position individual contributors, teams of individual contributors, and organizations of teams to reach High Performance.Focusing on the present drives the highest levels of performance. Executing strategies and processes produces results. Applying talent, heart, and tenacity in the present produces High Performance.Leading with inspirational vision drives aspirational cohesion to individual contributors and within the teams to which they are a part.

As an Management/Leadership Coach and Consultant, I ... - Advise executives and organizational leaders regarding cultural, leadership, and strategy impacts on team performance throughout the organization. - Assess organizations, teams, and team contributors regarding their behaviors and habitual tendencies and the impact they have on organizational and team performance. - Coach executives and leadership members to improve awareness on opportunities for improvement. - Group coach and team coach to improve team awareness of change opportunities resulting in improved team performance.As a Continuous Improvement Consultant, I ... - Follow the Lean Six Sigma methodology to collaborate with organizational leadership and management to design and develop strategies and tactical plans to improve organizational, team, and team member performance.As a Project Manager and Change Management Consultant, I ... - Follow the Project Management Professional (PMP) methodologies and industry best practices to plan and execute approved projects. - Follow the Certified Change Management Professional (CCMP) methodologies and industry best practices to effectively achieve high levels of change adoption to maximize the benefits of the changes implemented.

Working with teams of business leaders, business subject matter experts, system experts, business analysts, developers, etc. to migrate billions of business from an SAP 4.6 system to a non-SAP system as well as from an ECC 6.8 system to a non-SAP system.Working with Operations Team business leaders, Business Operations Team product ownership leaders, and IT DEV Team technical leaders to improve upon the Quarterly Planning Process and organizing/facilitating the planning-to-delivering become agile.

Provided project management and program management by planning, organizing, coordinating, and facilitating the development, deployment, and support efforts associated with the software platforms and systems as well as the underlying infrastructure and integrations to various enterprise resource planning (ERP) systems under the name of the StreamOne Self Development Program for TD SYNNEX.

Worked with the TD SYNNEX Business Operations, Systems Engineering, Software Development, and End User Community to define a more predictable and effective business system (ERP) continuous improvement process.

Provided project management associated with delivering specific aspects of the SAP Ariba implementation to automate procurement activities.Provided SAP Ariba development skills effort while managing IT resources to complete the technical requirements during the Source-To-Contract "upstream" modules implementation.Provided SAP Ariba user support and development for the Source-to-Contract "upstream" modules while planning the Procure-To-Pay "downstream" modules implementation along.

Providing cross-functional and technical resource facilitation during the major merger of TechData and SYNNEX to TD SYNNEX.Providing consultative technical guidance and management of IT technical resources to complete server migrations and system integrations.

As the SAP Project Manager for the Sales, Marketing and Pricing workstreams, I worked with executive leaders, functional leaders, lines of business managers, and subject matter experts of sales, marketing, and pricing as well as IT/technical and PMO teams on a global SAP project consolidating multiple separate SAP instances into a single global SAP instance.This project has been paused at the end of the Design Phase due to the major merger approved of TechData and SYNNEX Corporation.

My goal was to help as many small- and medium-sized businesses within Pinellas County, especially those that were associated with the Tampa Bay Beaches Chamber of Commerce and the St. Petersburg Chamber of Commerce.The focus of my efforts were related to three areas:(1) continuous improvement following lean, six sigma, total quality management, and other popular methodologies to reduce waste, improve consistency, and modify business processes;(2) project management including both traditional waterfall as well as agile approaches to improve project results in terms of producing more value in less time and for less cost; and (3) applying technology to improve business operations including business systems, process-enhancing systems, financial management systems, relationship management systems, and social platforms.

Throughout my adult life and even during high school, I have a passion to help people help themselves and help others in sports, their professions, their relationships, and in their lives.

DXC Technology acquired Concerto Cloud Services as part of the Tribridge acquisition. As a result, the transition of Concerto Cloud Services to part of the DXC Technology cloud business. My role focused on customer lifecycle management through the relationship starting and on-going.As the leader of continuous improvement projects, I • Managed the DXC Concerto for DXC Eclipse Change Advisory Board to ensure that all changes are systematically assessed, prioritized, and scheduled for those customers who are considered “live”, • Led the DXC Concerto CX in the Cloud customer experience continuous improvement initiative by designing and delivering collaborative sessions and celebratory events as well as build positive energy throughout the organization, and • Led the DXC Concerto Learning and Development initiative by facilitating sessions to build team comradery and cohesivness, and assisting leadership and individuals to build out role and individual roadmaps to better themselves in their current roles as well as prospective future roles.

As a Cloud Onboarding Manager, I • Initiated Onboarding Projects based upon signed contracts with new and existing customers, • Represented the Onboarding Project point of contact for customers and partners, • Worked with Cloud Project Engineers along with partner and customer personnel to setup new cloud environments or adjustments to existing cloud environments through successful delivery, • Continually worked with the rest of the Cloud Onboarding Team to improve processes and procedures related to successfully delivering new cloud environments as well as adjustments to existing cloud environments.

As a Cloud Service Delivery Manager, I • Worked as the point of contact for customers to expedite and escalate critical issues with support teams, account teams, and field personnel to ensure contractual service support requirements are understood and managed through solution delivery, • Collaborated with partners’ members to ensure consistency of delivery, adherence to standard practices, and continuous improvement, and • Compiled, analyzed and reported statistical data and trends relating to service level compliance and operational effectiveness.As the leader and mentor to Concerto Service Delivery Managers and continuous improvement projects, I • Designed and developed the operational and service level reports for internal or external customers, • Managed the configuration of process related tools, reporting tools, and associated technologies, • Provided training and mentoring for functional teams to ensure that process guidelines are understood and followed, • Managed the Change Advisory Board to ensure that all changes are systematically assessed, prioritized, and scheduled for those customers who are considered “live”, • Defined and continuously improving upon standard operating procedures associated with the Concerto Service Delivery Manager function within the Concerto Operations Team, • Led the continuous improvement project related to the configuration database management (CMDB) system, and • Led the CX in the Cloud customer experience continuous improvement initiative.

As the leader of teams that manage and work on customer engagement projects, I … • Worked with our internal expert team members to deliver a combination of standard software systems and complex customized solutions to newly acquired clients from the project inception through project completion, • Worked with current clients to uncover potential consultant, development, and training/mentoring services to continuously improve their experience with the solutions we had delivered, • participated in the billing and collections process as part of managing the relationship with clients, • participated in the facilitation and coordination of continuous development of skills and expertise of our internal expert team members, and • facilitated vendor expert assistance when needed as part of managing the relationships with vendors.During my time at SyncSite, the following results had been achieved: • Established PMO processes and system customizations to improve customer satisfaction associated with implementation delivery through a set of standard operating procedures and reporting designed to increase visibility and traceability. • Established product development and product management processes to create software products based upon customized solutions to increase revenue and profitability for common themed solutions implemented. • Improved professional services business by increasing total billable services by 60% over previous year by streamlining and standardizing the efforts by technical experts while working on projects. • Increased expert resource staff size by 18% while improving expert resource utilization by 43% thus making the overall business profitability more sustainable for investing into more product development without losing cash flow through implementation projects.

As the Leader of Go To Market Technology Team, I … • Led a team of dedicated resources working within the sales, marketing, product management, and customer service organization under the information technology department, • Led the initiative to improve processes and customer experiences through the design, development, and deployment of both internally-developed technology services, as well as purchased technology services based upon my recommendations as a consultant; and • Led the establishment of ITIL and Agile scrum methodologies that generated high velocity sprint focused results. • Managed the design, development, and deployment of fabricator-to-dealer quoting configurator for the wholesale distribution channel; and • Authored the Project Management 101 course delivered to project managers throughout the company, which has improved shared resource utilization throughout the company.

As Change Manager/Project Manager and Technical Lead of Configuator Project, I led the team that improved new products time to market and improved new products first year sales even in weak economic times by managing the configuration project implementation by developing product configuration rules, product engineering rules, manufacturing process rules, marketing rules, and business system interfaces.As Change Manager/Project Manager and Subject Matter Expert of Project Rudolph, I led the team that reduced SKUS and increased profits by leading the documentation and training aspects of an enterprise resource planning (ERP) implementation specifically in the warehousing, manufacturing and purchasing functions during a focus factory implementation project.As Change Manager/Project Manager of Documentation, Training and Certification of the TruBIS Project, I was one of the leaders of the team that reduced costs and improved organizational efficiencies by stream-lining reengineered processes through the implementation of an enterprise resource planning (ERP) system; and supported Six Sigma and Lean business process improvement projects using MS Visio and MS Project. Bill was instrumental in managed the team that designed, developed, and deployed the training and documentation segment for the ERP implementation; created customized interfaces for data extraction and data import from legacy systems using MS Visual Basic, MS SQL Server, MS Access, and Oracle Server; designed, developed, and deployed a certification testing/class management/quizzing system used to approve access-management to the ERP; and specified, approved, implemented and supported web-based ISO documentation management system and the ensuing documentation development process using Agate Software QSolveDC. Bill had a major role in organizing and coordinating the War Room call center for ERP Go-Live escalation management process as well as led a manufacturing site during the initial ERP Go-Live.

As Configuration Expert for Syteline v7 Integration ERP Project for TDCI, I designed, developed, and deployed an integrated configuration utility during a Syteline v7 ERP implementation project at a leading boat manufacturer.As Project Manager for Syteline v6 Integration ERP Project for TDCI, I managed a configuration project engagement integrating BuyDesign into Syteline displacing Trilogy at a large gasket manufacturer.

As Change Manager/Project Manager of the COINS Deployment Project for Masco Contractor Services, I led team of consultants to provide job-specific instruction to administrative staff at various acquisition locations all over the U.S.; developed a project/job costing/pricing estimate during software deployment training; developed data entry templates during software deployment training resulting in reducing the time each of the deployments required to achieve acceptable adoption.

As Change Manager/Project Manager for the Square D Company, I managed the development of the training process by scheduling and facilitating Schneider Electric customers on the new Certified Transparent Factory Engineer (CTFE) web-based integrated automation hardware and software.

As the Chief Operating Officer, I defined metrics that provided strategic guidelines for the entire company; worked with specific groups within the company to set of goals to successfully attain the defined metrics; and on a day-to-day basis worked with all of the team members to produce our desired results.I also defined strategic initiatives for multiple business units, specifically, software products, software implementation services, training services, and consultative services; managed staffing requirements for all business units by recruiting, hiring, supervising, mentoring, reviewing, and disciplining them; and managed projects across multiple business units for multiple clients;

As Director of Training and Technical Services, I managed the Certified Transparent Factory Engineer (CTFE) Program engagement for Square D Company by (1) designing, developing and deploying the Square D Certified Transparent Factory Engineer program; (2) managing distribution sales training and technical support for high-tech distributors; and (3) implementing manufacturing and distribution automation systems using Schneider Electric (Square D and Modicon) hardware and software, and other automation system software tools ultimately providing Square D a leadership position within the automation-to-information technology industry.I also managed the Total Maintenance System (TMS) Project engagement for DaimlerChrysler by (1) designing, developing and deploying the standard operating procedure for systems documentation and maintenance documentation for DaimlerChrysler vendors during a new facility for the Total Maintenance System; and (2) coordinating the sales and the implementation projects of the standardized document management system (Virtual Library) for DaimlerChrysler.I also managed the Software Technology Product Authorization (STPA) Program for Rockwell Automation by (1) designing, developing and deploying the Certified Information Specialist certification program for Rockwell Software; (2) working with Rockwell Automation distribution partners to effectively utilize Rockwell Software in integrated environments including networked e-mail, web technologies and other automation software tools; and (3) implementing manufacturing and distribution automation systems using Rockwell Automation (Allen-Bradley and Rockwell Software) hardware and software; and (4) integrating automation systems to information systems using various OPC and DDE servers and ActiveX controls within the Microsoft Visual Basic IDE.

As the Regional Sales Manager, I led the marketing and sales efforts to land the Certified Transparent Factory Engineer (CTFE) Program engagement for Square D Company; led the marketing and sales efforts to land the Total Maintenance System (TMS) Project and the overall engagement for DaimlerChrysler; and assisted with the marketing and sales efforts to land the Software Technology Product Authorization (STPA) Program for Rockwell Automation.

I originally joined FESTech Software Solutions as a Microsoft expert. During the initial startup of FESTech Software Solutions, I designed, developed, and supported several applications with Visual Basic, Visual InterDev and Rockwell Automation controls for the automation industry; taught Microsoft Official Curriculum training courses; and designed, developed, and deployed custom computer-based and instructor-led training products and services.

As an Area Sales Manager, I exceeded P/L and revenue targets by managing customer relationships for the Trumbull Asphalt business across a thirteen-state sales territory based out of Chicago, Illinois; increased sales and product visibility by generating and implementing monthly promotions in commercial roofing market using residential wholesale and retail marketing approaches; successfully introduced TruMelt, a revolutionary new product in the built-up roofing asphalt business with no waste; successfully implemented two price increases through the roofing distribution channel; and managed a staff of customer service representatives, a pricing representative, inside sales representatives, a promotional representative, and a sales administrator located in three manufacturing plants and the corporate office.

As an Associate Sales Representative, I cycled through a variety of roles within the Customer Satisfaction Center. During that time, I entered orders and coordinated transportation during a stint as a Customer Service Representative; built promotional collaterals and coordinated project planning and delivery of promotions during a stint as a Promotions Representative; and placed out-bound phone calls to distribution customers and dealers to provide support to field salespeople by introducing programs, promotions, and by assisting the execution of pull-through strategies through promotions durint a stint as an Inside Sales Representative.

As an Information Technology Integration Engineer and a member of the Integration Lab Team, I streamlined new technology implementations by acceptance-testing new technologies against functional and support specifications; and improved technical resource efficiencies by developing project scopes for implementations into various system environments across the company.

As the Corporate Engineering Printroom Coordinator, I managed activities to deliver engineering bid packages sent out to prospective vendors and maintain engineering drawings and documentation printing and copying machines, and by efficiently managing thousands of flat files of engineering drawings.