Experience

CDC Software

• United States
• Software Development
• 1 - 100 Employee

• CEO

  • 2015 - Present

  Bloomsburg, PA CDC Software is a global technology company, operating in a Software as a Service (SaaS) business model. Our integration solutions empower companies to quickly and cost-efficiently integrate their telephony, CRM, and other mission critical contact center systems to provide contact center agents with complete customer data - including name, location, and history - before they even say hello. Highly configurable and supporting all major telephony providers, the platform creates real-time… Show more CDC Software is a global technology company, operating in a Software as a Service (SaaS) business model. Our integration solutions empower companies to quickly and cost-efficiently integrate their telephony, CRM, and other mission critical contact center systems to provide contact center agents with complete customer data - including name, location, and history - before they even say hello. Highly configurable and supporting all major telephony providers, the platform creates real-time, events-based links - and can be implemented in a cloud, premise, or hybrid environment. Clients of all sizes use CDC Software every day to provide a more productive and more satisfying customer experience. Key areas of focus are: • Providing leadership, direction and company vision in order to continuously improve our product offering to fit the needs of our diverse global clients. • Thinking strategically to generate new ideas, discover and solve problems, and implement change with agility and quality with our clients and partners. • Anticipating, creating, identifying customer needs; being innovative using technology to enhance customer value and providing solutions quickly with high quality. • Building quality and long-term relationships for existing customers market share gain; developing partnerships to expand business. Show less



Computer Aid, Inc.

• United States

• Division Executive - Contact Center Services

  • 2014 - 2015

  Allentown, PA Computer Aid is a global IT services firm currently managing active engagements with Fortune 1000 companies and government agencies around the world. Key outsourcing offerings include application development, legacy support, knowledge capture, desktop services, managed staffing services, and contact center services. The ability to provide on-time and on-budget results has been a critical success factor for over 30 years, and unique methodologies and tools enable our clients with ways for… Show more Computer Aid is a global IT services firm currently managing active engagements with Fortune 1000 companies and government agencies around the world. Key outsourcing offerings include application development, legacy support, knowledge capture, desktop services, managed staffing services, and contact center services. The ability to provide on-time and on-budget results has been a critical success factor for over 30 years, and unique methodologies and tools enable our clients with ways for increasing productivity, profitability, competitiveness and the customer experience. In the role of Division Executive the key focus was leading active engagements with Fortune 1000 companies and government agencies around the world. Show less



Teleperformance

• United States
• Outsourcing and Offshoring Consulting
• 700 & Above Employee

• President - Cloud/SaaS Technology Services

  • 2007 - 2014

  Trevose, PA Directed P&L with consistent focus on driving profitable revenue growth and customer satisfaction. Led cross-functional team by engaging with employees to achieve financial and operational objectives, while increasing employee satisfaction. Managed acquisition functional areas, including finance, strategic planning, customer care, account management, marketing, business development, operations, security, product/service development, and information technology. • Turned-around troubled… Show more Directed P&L with consistent focus on driving profitable revenue growth and customer satisfaction. Led cross-functional team by engaging with employees to achieve financial and operational objectives, while increasing employee satisfaction. Managed acquisition functional areas, including finance, strategic planning, customer care, account management, marketing, business development, operations, security, product/service development, and information technology. • Turned-around troubled acquisition, resulting in stronger financial performance. Significantly increased enterprise client revenue, moving from negative profitability to profits of more than 25%+ of revenue, and improving customer satisfaction to 95% excellence ratings. • Inherited lagging client satisfaction issue with strategic clients. Developed end-to-end process and hired more experienced account management team, delivering 95% excellence ratings. • Reorganized team unable to deliver acceptable operational, financial, or customer satisfaction results. Hired key talent and changed organizational culture through value-based model, resulting in 40%+ increase in employee satisfaction, while contributing to revenue and profit growth. • Led division away from standalone and independent operating model by selling recommendation to Board. Developed integrated approach to strategically position cloud-based contact center services as strategic to core agent services, enhancing “stickiness” with customers. • Implemented cloud/SaaS platform infrastructure changes capable of handling expanded service offering. Used India-based resources to increase service reliability to more than 99.99%. Achieved cost savings of more than $1 million through direct labor and strategic partner expense reductions. • Evaluated acquisition candidates to exponentially increase growth. Followed rigorous due diligence process, resulting in recommendations to reject potential candidates due to lack of strategic fit and profitability.

• Chief Operating Officer (COO) - Cloud/SaaS Technology Services

  • 2005 - 2007

  Trevose, PA Directed P&L with consistent focus on driving profitable revenue growth and customer satisfaction. Led cross-functional team by engaging with employees to achieve financial and operational objectives, while increasing employee satisfaction. Managed acquisition functional areas, including strategic planning, customer care, account management, marketing, business development, operations, security, product/service development, and information technology. • Changed traditional and complex… Show more Directed P&L with consistent focus on driving profitable revenue growth and customer satisfaction. Led cross-functional team by engaging with employees to achieve financial and operational objectives, while increasing employee satisfaction. Managed acquisition functional areas, including strategic planning, customer care, account management, marketing, business development, operations, security, product/service development, and information technology. • Changed traditional and complex pricing model for cloud/SaaS contact center services. Simplified pricing through structural changes and implementation of on-demand pricing model. Eliminated traditionally high up-front costs to expense model based on usage, thereby contributing to double digit annual revenue growth. • Transitioned to global organizational structure to optimize operations and IT teams. Staffed offshore teams in India and Philippines, further contributing to profitability ratio at 25%+ of revenue. • Optimized inefficient sales model. Hired skilled overlay sales team experienced in cloud/SaaS contact center services to supplement direct agent sales force, resulting in significant revenue growth.



AT&T

• United States
• Telecommunications
• 700 & Above Employee

• Executive Director, Product Management and Marketing, Contact Center Services

  • 2000 - 2005

  Bedminster, NJ Led cross-functional team for global cloud/SaaS contact center services portfolio to profitable revenue growth. Positioned AT&T at forefront of natural language speech technology services and leading-edge network routing capabilities, both strategic to core voice and data telecom services. Exceeded enterprise customer needs. Directed P&L, product/service offering development, customer care, account management, marketing, business development, and partner negotiations. • Accelerated growth… Show more Led cross-functional team for global cloud/SaaS contact center services portfolio to profitable revenue growth. Positioned AT&T at forefront of natural language speech technology services and leading-edge network routing capabilities, both strategic to core voice and data telecom services. Exceeded enterprise customer needs. Directed P&L, product/service offering development, customer care, account management, marketing, business development, and partner negotiations. • Accelerated growth for cloud/SaaS portfolio of contact center services. Provided P&L leadership to effectively target large enterprise clients, nearly doubling revenue within four years, while increasing profit to more than 20% of revenue. • Expanded contact center services portfolio to become more competitive. Developed industry-leading and innovative natural language speech offering, recommending and securing $30 million of corporate development funding and targeting $300 million of revenue. • Provided leadership through corporate downsizing by reducing team size by 20%, while meeting financial and operational objectives. • Contributed to major corporate business case for new Voice over Internet Protocol (VoIP) contact center service. Sold business case benefits and secured $23 million of development funding. • Positioned contact center services portfolio to be strategic with other core telecom service offers, thereby providing “stickiness” and value-add for more than $4 billion of revenue on those services. • Initiated value-based pricing approach, avoiding commoditization for contact center services portfolio. Hired strategic pricing consultant to assist in developing new model, resulting in higher margins.

• Director of Customer Care Operations, Process Management

  • 1998 - 2000

  Bedminster, NJ Consolidated and led 200-person end-to-end process management organization, including ordering, service delivery, customer servicing, account inquiry, dispute management, and collections. Directed a $25 million budget and influenced $100 million in capital and operational improvement initiatives. • Consolidated and led previously-inefficient 250-person process management team. Reorganized team around end-to-end “customer (ordering) to cash (collections)” process, enabling 20% staff… Show more Consolidated and led 200-person end-to-end process management organization, including ordering, service delivery, customer servicing, account inquiry, dispute management, and collections. Directed a $25 million budget and influenced $100 million in capital and operational improvement initiatives. • Consolidated and led previously-inefficient 250-person process management team. Reorganized team around end-to-end “customer (ordering) to cash (collections)” process, enabling 20% staff reductions with cost savings of $5 million. • Identified need to improve service delivery efficiency and performance. Drove automation technology system investment of $20 million, which reduced headcount by 500 and retired more than 20 legacy systems, saving $40 million. • Developed process to improve nodal telecom circuit delivery performance. Implemented express-line process to improve service delivery, from more than 35 days to less than 15 days. • Spearheaded turnaround for two underperforming high-bandwidth telecom services. Reduced cycle time by 50% from 120 days to 60 days, while improving on-time delivery performance from 60% to more than 90%. Improved unit costs by 30%. • Program managed large re-engineering project focused on product simplification and process improvement. Led and organized program office to begin this effort. Identified quick-hit opportunities for improvement.

• Director of Customer Care Operations, National Service Delivery Centers

  • 1995 - 1998

  Bedminster, NJ Provided leadership for national customer service delivery center operations, from order processing through installation of telecom services. Directed 2,000-person team located in four geographic locations and 15-service delivery centers. Managed operating budget of $130 million with customer base of more than five million. • Led large customer care team through significant growth phase by adding 500 people to 1,500-person unionized service delivery team within four months, enabling 25%… Show more Provided leadership for national customer service delivery center operations, from order processing through installation of telecom services. Directed 2,000-person team located in four geographic locations and 15-service delivery centers. Managed operating budget of $130 million with customer base of more than five million. • Led large customer care team through significant growth phase by adding 500 people to 1,500-person unionized service delivery team within four months, enabling 25% annual volume growth. • Developed common set of performance measures in response to inconsistent service delivery center results. Implemented governance process across 15 previously-independent service delivery centers, resulting in consistent set of performance measures used as baseline for performance improvements. • Improved inconsistent and lagging service delivery center performance. Launched plan to virtualize 15 service centers to five centers, thereby improving on-time delivery performance from 65% to more than 90%. Reduced cycle time from more than 75 days to 40 days, order backlog by 55%, and unit cost by 10%. • Initiated performance improvements to establish lead over competition. Implemented program to monitor competition, resulting in prioritization of areas needing improvement. Attained world-class 1.11 customer service value ratio (ratio of AT&T vs. best-in-class competition), significantly outperforming competitors.

• Group Manager of Customer Care Operations, Call Centers

  • 1993 - 1995

  Bedminster, NJ Directed national customer service call center operations spanning five customer service centers and processing more than one million calls per month. Customer base included both small business and large Fortune 100 companies. Managed field operations and process improvement for 350-person team. Optimized total operating budget of over $22 million. • Reduced unit costs and improved performance of underperforming 350-person team. Launched several performance initiatives, resulting in 19% unit… Show more Directed national customer service call center operations spanning five customer service centers and processing more than one million calls per month. Customer base included both small business and large Fortune 100 companies. Managed field operations and process improvement for 350-person team. Optimized total operating budget of over $22 million. • Reduced unit costs and improved performance of underperforming 350-person team. Launched several performance initiatives, resulting in 19% unit cost improvement, 20-second average call response time from more than 35 seconds, and less than 3% call abandonment from 5%. • Initiated performance improvements to establish competitive lead. Implemented program to monitor competition, resulting in improvement in customer service value ratio from .97 to 1.06 (ratio of AT&T vs. best-in-class competition). • Consolidated five call centers to improve overall efficiency. Launched common process improvement program to enable these centers to function as single virtual center, improving unit costs by 19%.

• Group Process and Quality Manager

  • 1990 - 1993

  Bedminster, NJ Concurrently managed P&L on new telecom calling card service and quality effort for $15 billion business unit. Led 40-person team, including all business and technical functions, to develop and launch new service. Matrix managed Malcolm Baldrige quality efforts for Toll-Free Services Business Unit. • Propelled calling card startup to more than $3 million in first year revenue with superior features compared to competition. Strategically integrated service into core AT&T calling card product… Show more Concurrently managed P&L on new telecom calling card service and quality effort for $15 billion business unit. Led 40-person team, including all business and technical functions, to develop and launch new service. Matrix managed Malcolm Baldrige quality efforts for Toll-Free Services Business Unit. • Propelled calling card startup to more than $3 million in first year revenue with superior features compared to competition. Strategically integrated service into core AT&T calling card product for expanded distribution. • Led Chairman’s quality award process, internal program modeled after Malcolm Baldridge guidelines. Achieved 170% two-year quality improvement from initial baseline, across $15 billion Toll-Free Services Business Unit. • Selected as one of 200 people from more than 75,000 AT&T employees in Division to win Business Achievement Award for quality implementation on new service offering.

• Strategic Planning Manager

  • 1985 - 1990

  Allentown, PA

• Senior Product Planner, Product Planner, Account Manager Positions

  • 1980 - 1985

  Allentown, PA