Ted Griffin
Chief Operating Officer at Atlas- Claim this Profile
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Topline Score
Bio
Credentials
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Certified Financial Planner®
CFP Board
Experience
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Atlas
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United States
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Business Consulting and Services
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1 - 100 Employee
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Chief Operating Officer
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2021 - Present
∎ We are the firm to bring in when you can't afford to lose!! ∎ Business Development, Pipeline Development & Capture ∎ Advanced Proposal Development ∎ We are the firm to bring in when you can't afford to lose!! ∎ Business Development, Pipeline Development & Capture ∎ Advanced Proposal Development
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LSI
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United States
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Market Research
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1 - 100 Employee
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SVP Operations
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2019 - 2021
LSI was one of the world's leading business development consulting firms LSI was one of the world's leading business development consulting firms
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Atlas Business Consulting
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United States
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Financial Services
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Chief Operating Officer
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2016 - 2019
Delivering strategy and operations services to the Fortune 500. Delivering strategy and operations services to the Fortune 500.
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SM&A
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United States
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Vice President, Operations
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2008 - 2015
Managed daily operations for the leading US consulting firm in the business capture and proposal services sector. Client base includes Fortune 500 Aerospace & Defense (A&D) and Information Technology (IT) firms serving US Federal, State & Local, and International agencies, resulting in $11 billion per annum contracts awarded to clients, with an 85% win rate spanning 30 years. Reporting directly to the COO, prepared monthly revenue forecasts, annual operating budgets and staffing projections; oversaw staff hiring and retention to ensure availability of skilled employees to meet clients’ known and projected needs. Led Ops team and performed as an individual contributor to match company capabilities to client requirements, assign and deploy employees and oversee employee performance assessments to ensure client satisfaction and ongoing personnel development. Key accomplishments: • CORPORATE: member of the Executive Management Council (EMC) responsible for collaboratively establishing and implementing policy • TALENT MANAGEMENT: hired and deployed the right people for the right job and performed quality assessment follow-through to maintain and enhance client satisfaction; key metric: 75% of sales was repeat business from satisfied clients • OPERATIONS: analytical skills to define and achieve mid and long-term goals to support sales growth; on a daily basis, concurrently performed rapid decision making, with limited data in a fast-paced environment, to satisfy the often incongruous needs of multiple stakeholders including clients, account executives and employees
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Vice President, Sales Operations
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2005 - 2007
Oversaw nation-wide group of 18 account executives to achieve revenue growth objectives.Implemented new reporting, forecasting and tracking standards and managed the sales incentivecompensation program. Organized and ran the quarterly sales meetings. Accountable for sales projections for company Board of Directors and Investor Relations presentations. Key accomplishments:• INCREASED SALES: 26% growth over a two-year period• RECOGNITION: Received Star Performer award for revenue growth
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Vice President, Business Operations
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2000 - 2005
Integrated and automated back-office operations, aligned with field service delivery functions to provide accurate and timely data for effective management. Oversaw enhancements for staffing, resource planning, recruiting projections, annual budgets, quarterly revenue forecasts, and accounts receivable. Coordinated with other functions including finance, contracts, and security. Key accomplishments:• REDUCED COSTS: Delivered 15% reduction in back-office operations costs• IMPROVED ACCURACY: Revenue projections and personnel resource requirements within 8% of actuals (notable given the turbulence and increasingly uncertain US Federal sector) • INCREASED EFFICIENCY: Streamlined company procedures to pay employees 40% more quickly, enhancing employee satisfaction and leading to 25% improvement in retention rate
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Director, Staffing Operations
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1996 - 2000
Managed daily activities and schedule for more than 100 employees in the field. Generated all bids and contracts for prospective clients. Negotiated compensation packages for employees, and assembled optimum teams for client consulting engagements. Supported business development strategies with clients. Key accomplishments:• NEW LINE of BUSINESS (LOB): Performed planning and hiring to establish the Program Services offering adjacent to the business capture and proposal LOB, encompassing planning, scheduling, systems engineering and program architecture; grew from $2 million to $10 million over a three-year period
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Trident Data Systems
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Computer and Network Security
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1 - 100 Employee
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Director, Western Region
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1992 - 1995
Part of leadership team in company growth from $5 million to $80 million and from 50 to 800 employees providing custom software and network security services primarily to the National Reconnaissance Office - became an attractive acquisition for Veridian followed by a $1.5B acquisition by General Dynamics.P&L responsibility specifically for $15 million in sales and 200 employees in four business units nationwide. Interesting accomplishment:• ESOP: Developed employee stock ownership plan (ESOP)
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Staff Director
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1986 - 1992
Reported directly to the CEO, led all corporate administrative functions. Key accomplishments:• GROWTH: Led HR, recruiting, facilities management, security management and information systems as an integrated team, sustaining company growth rate of more than 20% per year
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Manager, Database Management
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1983 - 1986
Managed a 15-member team responsible for scheduling and implementing a custom database application; delivered on time and within budget. Key accomplishments:• EFFICIENCY: Reduced transaction time by 20%, while enabling throughput to increase by 40%
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Education
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1988 - 1990
Pepperdine Graziadio Business School
MBA -
1977 - 1982
California State University-Fullerton
BA, Business Marketing -
College for Financial Planning
CFP Professional Education Program
Community
