Summary

• Dynamic 'Getting Things Done' GTD leader with extensive professional services organization PSO experience leading in the delivery of voice, web, and mobile contact center solutions within a premise, SaaS/cloud, or managed services environment. Ability to build long lasting relationships with his customers as a trusted advisor that allows for true partnership between companies.
• Substantial 'hands-on' and thought leadership background managing environments, planning, development, delivery, and support of contact center products and custom solutions with responsibilities ranging from pre-sales negotiation, roadmap strategies, software design, and risk management all while ensuring a consistent user experience resulting in high-quality on-schedule deployments.
• Operationally skilled at building strong technical organizations and improving SDLC processes, support procedures, governance oversight, and business analytics that will increase the efficiency of a professional services organization while identifying areas of organizational strategy, financial efficiency, and architecture improvements.

Skills Highlights

Core Accomplishments Customer Success

Handled critical situation with 5M enterprise client where we were about to be thrown out. I was assigned account and quickly met with customer, sales, project, and product teams to find a solution that would meet customer requirements while staying within reasonable budget and schedule. I led daily discussion with customer and product team to ensure alignment to roadmap and after three months, account was stabilize with excellent feedback leading to additional projects worth 3x the revenue.

Program Management

Managed a large-scale multi-site deployment to cloud offering, with over 100M associated revenue, that consisted of over 50 people across three different project teams with a written contract stipulation that program would be delivered by specific timeframe or customer would receive company shares for every week late. Needless to say this had CEO attention and relentless pressure, but we followed Agile/Scrum SDLC process and implemented bonus programs plus flexible shifts along with strong project and technical leaders that helped deliver the project with utmost quality within the expected timeframe

Operational Efficiency

Given responsibility to increase the professional services delivery margin within our cloud offering, I led the evaluation of architecture, product release schedules, project deployment schedules, resource utilization, and TCO analysis in creating new financial metrics that allowed us to identify areas of improvement. Armed with this information, I provided company with options to make key decisions that resulted in strategic operational and service delivery roadmaps that were implemented under my supervision allowing upwards to 50 efficiency in some areas.

Professional Experience

Confidential

Vice President Professional Services Innovation

• Responsibility at Mediu was leading a professional services organization of user interface designers, application/network architectures, developers, and testers across two major business areas focused specifically on expanding our product portfolio and professional services offering to provide self-service application solutions developed specifically to meet our customers' most pressing concerns including increasing CSAT, achieving metrics, and reducing costs.
• Product Management- Responsible for managing the product team using LEAN/Agile SDLC on designing and developing contact center products available through a cloud offering. The main product is VoIP/SIP based leveraging Asterisk as the communication server and using SpringSource 4.0 framework, Oracle DB, and Angular JS on client side with BI requirements based on customer interactions. I was responsible to review storyboards, define sprints, manage backlog, defect triage management, executive communication, and help define analytics. Additionally, I worked with sales and marketing on the product definition, demographics, financial modeling, marketing slides, demos, support services, and strategic roadmap.
• Program Management Responsible for managing the professional services team with specialized contact center skills in the implementation of custom solutions. Specifically my responsibilities involve project management of all application services projects which include lead generation, creating estimates SOWs, leading discovery sessions, creating project plans, help with customer requirements architecture, defining LEAN/Agile SDLC process templates, defining SLA support metrics, and maintain ongoing communication with our customers and partners.

Confidential

Vice President Professional Services Cloud

• Support three different business lines with over 120 professional services employees nationally in the design, development, and deployment of contact center and mobile solutions into Nuance On-Demand cloud offering. Main responsibility was working with sales to help close deals, gaining product alignment to customer needs, ensuring operations and environment readiness, growing margins by tracking budget to actuals, balancing of resources across business lines, and ultimately meeting business revenue goals.
• Strategic Planning: Work across product, sales, legal, services, and support on defining and implementing professional services organizational strategies. This includes adopting new SDLC processes, updating SLA metrics, modifying contract templates, ensuring product roadmap meet customer requirements, and supporting sales on messaging.
• Led discovery meetings with customer to help define business requirements and technical architecture to provide a operational roadmap and ROI that would be presented to C-level executives for approval.
• Part of team that worked on various acquisition opportunities within our cloud and on-premise offerings including identifying, engaging, and vetting M A candidates.
• Program Management PMO : Manage the initiation, planning, execution, monitoring, and closing of large contact center implementations while building long-term customer relationships. Continuous looking to improve the agile SDLC process to improve efficiency in providing on-time, on-budget, and high quality deliverables that meet the customer expectations.
• Pre-sales engagement with customer providing overview of services, products, and deployment options.
• Program management throughout SDLC with continuous quality improvement and customer feedback on product roadmap to ensure timely delivery.
• Customer escalation contact for any issue within the account across delivery, operations, product, user experience, environments, and SLA support.
• Post-deployment and quarterly account reviews with customer regarding system metrics, CSAT, and ROI.
• Cloud Delivery: Led professional services team to help build Nuance contact center SaaS model growing from three acquired accounts to over 14 multi-million enterprise accounts in less than four years. Reviewed and negotiated PSA, SOW, and HSO delivery terms. Responsible for delivery services team to stay on budget and schedule for realization of minutes revenue. Post-deployment management to ensure SLAs, KPIs, and other performance metrics achieved with quarterly customer readouts.
• Defined created hosted operations metrics to allow monitoring at account internal level across divisional allocations providing the analytics, which has been standardized within Nuance for all hosted accounts.
• Worked with operation teams to define upgrade paths for our customers based on product release schedule, applications build schedule, and budget constraints all while ensuring SLA expectations.
• Mobile Delivery: Led the team on a new and growing mobile business within Nuance Mobile Customer Services MCS mainly focused around the NINA product launched August 2012. This was truly a ground floor opportunity that included building a specialized mobile PSO team, helping sales close the initial customer deals, help refine the NINA product offering, and ensuring timely project delivery that meets the customer expectations.
• Defined new mobile services models and key governance metrics used by executive management to identify areas requiring operational and financial improvements.
• Worked with the operations team in providing environmental requirements necessary to support targeted forecasts and SLA agreements.
• Collaborated with sales and product to define long short-term product requirements roadmap based on customer and operations team feedback.
• Financial Governance: Responsible for annual budget of 15M- 20M which required tracking costs of project delivery and account sustainment across on-premise, cloud/SaaS, and mobile customer service divisions. Ensure tracking of revenue, bookings, and COGS to plan on quarterly and yearly basis within each division.
• Coordinated team training and offshore engagements to achieve project margins yet maintain quality control.
• Project lead for SOX compliance team that provided governance of operations and delivery teams to ensure yearly compliance of our hosted cloud offering.

Confidential

Senior Director Professional Services

• Joined this small contact center implementation company as employee 8 as their senior developer project manager and helped grow it to 650 professional services employees reaching over 300M in revenue which was eventually sold to Nuance in November 2007. We focused on customer service and delivering high-technology projects with utmost efficiency and quality that helped us secure long-term customer and partner relationships. My range of responsibilities grew as the company continued to expand including some notable projects below:
• Program manager and senior developer of a financial services application that was part of B2B product suite offering by IBM to help accelerate contact center deployments. My team was responsible for designing and building the front-end VXML and middleware Java application that would parse standard GOLD XML messages from the financial institutions and integrate into a financial call flow.
• Project manager and senior developer for healthcare client that required computer telephony integration CTI across their call center. This required a low-level C/C API interface into customer PBX switch and the design of a queuing scheme with asynchronous monitoring of specific call events to send the information to the appropriate destinations upon request.
• Senior Software Designer that led internal technical team to integrate Speechworks OSR speech engine now Nuance into the IBM Websphere platform Java as alternative option to the IBM speech engine to address a larger customer base. My responsibilities included Program management which required global coordination across IBM R D NA England , Speechworks R D NA , and Viecore NA AUS . While the integration effort required extensive knowledge of OSR and IBM Websphere product architectures, the server module my team developed included such design concepts as signal handling, queuing, synchronous and asynchronous event handling, threading, and socket communication.
• Senior Application Developer for Olympics ticketing and middleware C/Java application through IBM that required extensive recovery and load abilities to ensure 24x7 availability. Created low-level secure and redundant LU6.2 connections with backup queuing abilities to ensure tickets requests were properly serviced.
• Tellme Partner Manager that led services integration team with our new partner Tellme now 24 7 which provided application cloud hosting. I was responsible for integrating delivery and support processes, defining engagement models, and building high-quality applications on time and under budget. We supported all Tellme hosted customers and responsible for application hosted deployments with their high-profile financial customers.
• Genesys Partner Manager responsible to help sales create a new channel which, in less than one year, we became Genesys partner of the year and secured dozens of new customer relationships. I was responsible to integrate the services and product portfolio which included SOWs, rate cards, engagement models, application support, sales support material, integrated delivery process, product testing harness, integrated product release schedule, and standard templates.

Confidential

Senior Software Developer and Project Manager

• Part of a corporate project team responsible to replace exiting accounting and order entry system with a newly acquired software package written in C/C language on AIX/Unix system. However, the new accounting software had to be customized to meet Hunter Douglas corporate requirements along with numerous requirements from each of their more than half-dozen remote facilities.
• Scheduled on-site meetings with each North American site Controller/CFO to understand their accounting and order entry issues, suggestions, and specific requirements. I brought this information back to corporate team so we could categorize and prioritize requirements based on work effort and severity.
• I was responsible to lead customized development of two of the four account modules with small development team. In addition, I was responsible in changing the user interface of all accounting modules based on my knowledge from Screen Management System design concepts and algorithms.
• As each development phase was completed, our team would go on-site at each facility and over the weekend replace their existing accounting and order entry system with our newly customized software. During this conversion, we were required to test, make on-site modifications, and deploy in under 48hrs per site

Confidential

Co-Founder and Chief Technical Officer CTO

• My brother and I started a software development company that specialized in creating innovative software for a high-end client whom wanted to expand their established B2C channel with addition of productivity and financial software products.
• Main product offering was an accounting system that would compete with PeachTree software. I was responsible for two of the four main account modules and lead a small team of developers to achieve a very aggressive schedule to meet customer's marketing plans.
• Another big selling product was a software labeling system in which I led the development and support team to provide customers ability to print various size labels using different formats and pre-defined templates.
• We created a Screen Management System, which was a fourth generation language tool for rapidly building screen and field layouts greatly simplifying the user interface. Participated in development along with creating the sales/marketing material and communication plan aimed at selling directly to other developers and software companies through various marketing channels.
• After our company created about half dozen software products for our client, we differentiated our software by researching and integrating latest voice recognition technology into our product line.
• As means to create additional revenue for our startup, I also worked as consultant for trucking firm leveraging my LMS knowledge to help enhance customers trucking software. It required me to understand RPGIII language on AS/400 almost overnight.

Confidential

Software Developer

I was part of team that developed C/C language algorithms and functionality to support core product offering of Limousine management system LMS . Included leading numerous on-site installation and configuration team deployments of LMS software at various northern central NJ locations. It required customer and project management skills to ensure appropriate transfer of existing information to LMS in a timely and efficient manner to limit downtime of customer business.

Technical Knowledge