EXECUTIVE LEADERSHIP
Driven leader with extensive experience in project management, day-to-day operations, and executive level customer relationships. Expert in team building, staff management, process development, and problem resolution. Consistent record of delivering results in complex technical environments while fostering a collaborative culture. Customer-focused executive able to successfully orchestrate relationships establishing trust and loyalty.
· Proven motivator of technical organizations deploying major software and hardware upgrades.
· Direct experience in implementing efficient processes in a high-growth company.
· Successful leader of project management teams with over 200 simultaneous technical projects.
· Ability to interact with all levels of organizations, including Board of Directors.
· Reputation for approachability, staff development and follow through.
Corporate Leadership ∙ Project Management ∙ Contract Negotiation ∙ Executive Customer Relationships ∙ Day-to-Day Operations ∙ Process Analysis and Implementation ∙ Multi-Million Dollar Budget Management ∙ Strategic and Tactical Planning ∙ Customer Reporting and Metrics ∙ Consensus Building ∙ Organization ∙ Written and Verbal Communications ∙ Software Releases ∙ Personnel Management ∙ Compliance
PROFESSIONAL EXPERIENCE
High Street Partners
Driven leader with extensive experience in project management, day-to-day operations, and executive level customer relationships. Expert in team building, staff management, process development, and problem resolution. Consistent record of delivering results in complex technical environments while fostering a collaborative culture. Customer-focused executive able to successfully orchestrate relationships establishing trust and loyalty.
· Proven motivator of technical organizations deploying major software and hardware upgrades.
· Direct experience in implementing efficient processes in a high-growth company.
· Successful leader of project management teams with over 200 simultaneous technical projects.
· Ability to interact with all levels of organizations, including Board of Directors.
· Reputation for approachability, staff development and follow through.
Corporate Leadership ∙ Project Management ∙ Contract Negotiation ∙ Executive Customer Relationships ∙ Day-to-Day Operations ∙ Process Analysis and Implementation ∙ Multi-Million Dollar Budget Management ∙ Strategic and Tactical Planning ∙ Customer Reporting and Metrics ∙ Consensus Building ∙ Organization ∙ Written and Verbal Communications ∙ Software Releases ∙ Personnel Management ∙ Compliance
PROFESSIONAL EXPERIENCE
High Street Partners
Boston, MA
Vice President, Client Operations, 2008 - present
Responsible for management of all client accounts and internal processes. Global responsibility for managing all aspects of operations for each client. Direct management responsibility of Managing Directors across all US offices. Structured and expanded Account Management organization, created staffing plans and departmental budget. Identified, created and implemented corporate-wide processes and procedures. Developed training program and documentation.
· Led effort to implement web portal sites for client document storage and communication workflows.
· Improved efficiency by separating job families and aligning appropriate skill levels to required tasks.
· Initiated senior management team planning sessions and budget meetings.
· Directed major vendor transition across multiple US and UK offices.Implemented 7 corporate-wide processes in under 3 months.
· Led effort to implement web portal sites for client document storage and communication workflows.
· Improved efficiency by separating job families and aligning appropriate skill levels to required tasks.
· Initiated senior management team planning sessions and budget meetings.
· Directed major vendor transition across multiple US and UK offices.Implemented 7 corporate-wide processes in under 3 months.
XIUS-bcgi (formerly Boston Communications Group, Inc.),
Bedford,MA 1998 - 2008
Xius purchased bcgi (NASDAQ: BCGI) in August 2007. Promoted four times in ten years.
Vice President, Customer Operations, 2007 – 2008
Managed all aspects of technical operations for each customer across product lines. Created executive project and operational summaries for internal and external audiences. Served as executive point of contact for major accounts. Supervised corporate compliance activities. Worked across all departments to integrate Xius and bcgi organizations post-acquisition.
· Established inter-departmental team to complete transition items with no impact to ongoing business.
· Led efforts to evaluate staffing needs post-merger, including reductions in force. Worked with operations directors to identify staffing needs for Bedford and India offices.
· Coached new members of senior management in customer interactions.
· Successfully completed SAS-70 audit on two separate product lines on accelerated schedule.
Vice President, Client Services
Xius purchased bcgi (NASDAQ: BCGI) in August 2007. Promoted four times in ten years.
Vice President, Customer Operations, 2007 – 2008
Managed all aspects of technical operations for each customer across product lines. Created executive project and operational summaries for internal and external audiences. Served as executive point of contact for major accounts. Supervised corporate compliance activities. Worked across all departments to integrate Xius and bcgi organizations post-acquisition.
· Established inter-departmental team to complete transition items with no impact to ongoing business.
· Led efforts to evaluate staffing needs post-merger, including reductions in force. Worked with operations directors to identify staffing needs for Bedford and India offices.
· Coached new members of senior management in customer interactions.
· Successfully completed SAS-70 audit on two separate product lines on accelerated schedule.
Vice President, Client Services
2005 -2007
Managed six distinct groups: Project Management, Client Relations/Account Management, Product Management/Professional Services, Network Operations Center, Data Operations and Billing, and Logistics and Business Intelligence. Led cross departmental operations team in 24x7 environment. Served as executive point of contact for major accounts. Overall coordination of all projects from concept through implementation (approximately 100-200 concurrent projects at any point in time). Interfaced with global development and production organizations for the delivery of software.
· Developed and managed relationships with senior executives at billion-dollar, high profile customers.
· Saved $60 million contract through consistent customer communication and achievement of project milestones.
· Negotiated complex, cross-product contracts with major domestic wireless carriers.
· Created the Professional Services department, including a team of business analysts and trainers.
· Increased Statement of Work generation by 25% after streamlining requirements process.
· Established task force teams for focused troubleshooting to quickly resolve customer production issues.
· Reduced internal costs and increased team interaction by establishing formal processes to bring initiatives from the sales pipeline into the project lifecycle.
· Established monthly executive reports containing financial, operational and project statistics.
Vice President, System Management and Implementation
Managed six distinct groups: Project Management, Client Relations/Account Management, Product Management/Professional Services, Network Operations Center, Data Operations and Billing, and Logistics and Business Intelligence. Led cross departmental operations team in 24x7 environment. Served as executive point of contact for major accounts. Overall coordination of all projects from concept through implementation (approximately 100-200 concurrent projects at any point in time). Interfaced with global development and production organizations for the delivery of software.
· Developed and managed relationships with senior executives at billion-dollar, high profile customers.
· Saved $60 million contract through consistent customer communication and achievement of project milestones.
· Negotiated complex, cross-product contracts with major domestic wireless carriers.
· Created the Professional Services department, including a team of business analysts and trainers.
· Increased Statement of Work generation by 25% after streamlining requirements process.
· Established task force teams for focused troubleshooting to quickly resolve customer production issues.
· Reduced internal costs and increased team interaction by establishing formal processes to bring initiatives from the sales pipeline into the project lifecycle.
· Established monthly executive reports containing financial, operational and project statistics.
Vice President, System Management and Implementation
2002 – 2005
Direct management of the following departments: Internal Project Management, External Project Management, Network Operations Center (NOC), Monitoring and Analysis, Field Services and Telecommunications. Coordinated, prioritized and deployed all projects corporate-wide. Established and led relationships with key technology vendors. Directed all aspects of integration with acquired companies. Developed and managed $6 million departmental budget, and led staff of 80 employees. Implemented $20 million in capital budget projects.
· Increased revenue 10% by allocating resources to custom development requests.
· Reduced average downtime by 15% after implementing critical situation procedures.
· Instituted standard service level agreement (SLA) measurements to reduce contract negotiation time.
· Created standardized templates for project related activities to provide consistency and improve quality.
· Introduced formal Root Cause Analysis process and documentation to enhance customer communications and create knowledge repository for internal teams.
Director, Internal Project Management
Direct management of the following departments: Internal Project Management, External Project Management, Network Operations Center (NOC), Monitoring and Analysis, Field Services and Telecommunications. Coordinated, prioritized and deployed all projects corporate-wide. Established and led relationships with key technology vendors. Directed all aspects of integration with acquired companies. Developed and managed $6 million departmental budget, and led staff of 80 employees. Implemented $20 million in capital budget projects.
· Increased revenue 10% by allocating resources to custom development requests.
· Reduced average downtime by 15% after implementing critical situation procedures.
· Instituted standard service level agreement (SLA) measurements to reduce contract negotiation time.
· Created standardized templates for project related activities to provide consistency and improve quality.
· Introduced formal Root Cause Analysis process and documentation to enhance customer communications and create knowledge repository for internal teams.
Director, Internal Project Management
2000 – 2002
Coordinated activities of all hardware and software upgrades. Led internal communications regarding project status and dependencies. Tripled department staff in 3 months to meet project demands. Identified and implemented process improvements corporate-wide.
· Created first project-based budget with Finance for more accurate allocations and improved forecasting.
· Established Project Review Board to enhance internal communication– weekly meeting of cross functional departments to review incoming project requests, and all activities for the upcoming 2 weeks.
· Improved efficiency and met compliance regulations by designing and implementing corporate-wide project tracking system and integrating with trouble ticketing and bug ticketing systems.
· Developed and maintained Master Schedule, showing all project and operations activity.
· Established and chaired Technology Advisory Board to review long-range architectural issues with senior technology staff.
· Led corporate-wide activities during September 11, 2001 in the absence of senior management.
Senior Project Manager
Coordinated activities of all hardware and software upgrades. Led internal communications regarding project status and dependencies. Tripled department staff in 3 months to meet project demands. Identified and implemented process improvements corporate-wide.
· Created first project-based budget with Finance for more accurate allocations and improved forecasting.
· Established Project Review Board to enhance internal communication– weekly meeting of cross functional departments to review incoming project requests, and all activities for the upcoming 2 weeks.
· Improved efficiency and met compliance regulations by designing and implementing corporate-wide project tracking system and integrating with trouble ticketing and bug ticketing systems.
· Developed and maintained Master Schedule, showing all project and operations activity.
· Established and chaired Technology Advisory Board to review long-range architectural issues with senior technology staff.
· Led corporate-wide activities during September 11, 2001 in the absence of senior management.
Senior Project Manager
1999 –2000
Managed several critical and complex technical projects, including: EMC Symmetrix implementation, transition of all production equipment to new power supply and generator, multiple hardware and software upgrades to production platforms across 60+ components.
· Implemented Y2K preparations and deployment for corporate-wide systems.
· Created internal ‘Speaker Series’ as Co-Chair of Professional Development Committee; presented topics.
Project Manager
Managed several critical and complex technical projects, including: EMC Symmetrix implementation, transition of all production equipment to new power supply and generator, multiple hardware and software upgrades to production platforms across 60+ components.
· Implemented Y2K preparations and deployment for corporate-wide systems.
· Created internal ‘Speaker Series’ as Co-Chair of Professional Development Committee; presented topics.
Project Manager
1998 – 1999
Led key technical projects, including: disaster recovery, database security, version control for production code, expansion of the data center, redesign of the QA lab, and upgrade to SunE10K platforms with minimal downtime and no loss of data.
· Introduced formal software development and release process, and managed first full-system upgrade.
· Managed physical move of all Prepaid Division personnel and equipment – project completed on time, under budget, and with no impact to existing project schedules.
Project Manager
SMARTROUTE SYSTEMS
Led key technical projects, including: disaster recovery, database security, version control for production code, expansion of the data center, redesign of the QA lab, and upgrade to SunE10K platforms with minimal downtime and no loss of data.
· Introduced formal software development and release process, and managed first full-system upgrade.
· Managed physical move of all Prepaid Division personnel and equipment – project completed on time, under budget, and with no impact to existing project schedules.
Project Manager
SMARTROUTE SYSTEMS
Cambridge, MA
1995 – 1998
Created project plans and held regular cross-departmental meetings to review status and issues. Established templates and procedures to formalize implementation and planning. Supported Executive Vice President in contract negotiations with public and private partners.
· Successfully rolled out IT and telecom infrastructure in Philadelphia, Washington DC, and New York.
· Assisted in the creation and coordination of multiple proposals for new business.
Legislative Aide
COMMONWEALTH OF MASS., STATE REPRESENTATIVE JAMES R. MICELI
Created project plans and held regular cross-departmental meetings to review status and issues. Established templates and procedures to formalize implementation and planning. Supported Executive Vice President in contract negotiations with public and private partners.
· Successfully rolled out IT and telecom infrastructure in Philadelphia, Washington DC, and New York.
· Assisted in the creation and coordination of multiple proposals for new business.
Legislative Aide
COMMONWEALTH OF MASS., STATE REPRESENTATIVE JAMES R. MICELI
1993 - 1995
Managed daily office activities and direction of staff. Worked with state and federal agencies to resolve constituent issues. Coordinated with other state legislators’ and governor’s office on legislation and Committee issues. Held monthly office hours throughout the district on the Representative’s behalf to meet with constituents and town officials. Attended civic and private events to speak on behalf of the Representative.
Business Analyst
UNITED STATES CENSUS BUREAU
Managed daily office activities and direction of staff. Worked with state and federal agencies to resolve constituent issues. Coordinated with other state legislators’ and governor’s office on legislation and Committee issues. Held monthly office hours throughout the district on the Representative’s behalf to meet with constituents and town officials. Attended civic and private events to speak on behalf of the Representative.
Business Analyst
UNITED STATES CENSUS BUREAU
Boston, MA
1992 – 1993
Coordinated census data with field representatives. Created centralized database for scalability.
Campaign Manager
Coordinated census data with field representatives. Created centralized database for scalability.
Campaign Manager
Summer 1990 and Fall during School
STATE REPRESENTATIVE JAMES R. MICELI
STATE REPRESENTATIVE JAMES R. MICELI
Wilmington, MA
Worked with vendors to create print materials. Executed door-to-door campaign across entire district. Coordinated volunteer activities, including phone banks, direct mailings, and election day events.
EDUCATION
B.S., Business Management, magna cum laude, Bentley College, Waltham, MA
Four-year Presidential Academic Scholarship, Dean’s List all semesters, Beta Gamma Sigma (Business Honor Fraternity), Bentley Falcon Society (outstanding academic and extracurricular achievements)
Certifications/Affiliations
· Boys and Girls Club of Greater Nashua, 2008
Worked with vendors to create print materials. Executed door-to-door campaign across entire district. Coordinated volunteer activities, including phone banks, direct mailings, and election day events.
EDUCATION
B.S., Business Management, magna cum laude, Bentley College, Waltham, MA
Four-year Presidential Academic Scholarship, Dean’s List all semesters, Beta Gamma Sigma (Business Honor Fraternity), Bentley Falcon Society (outstanding academic and extracurricular achievements)
Certifications/Affiliations
· Boys and Girls Club of Greater Nashua, 2008
Executive Committee
Finance and Audit Committee
· National Association of Corporate Directors
· National Association of Corporate Directors
Bentley College Executive Club (elected for membership), 2008
· Bentley College President’s Club, 2008
· ITIL certification in IT-Service Management, 2004
· Negotiation for Senior Executives – Harvard Law School, 2003
· Project Management Institute : National member, Board of Directors, PMI MassBay Chapter, 1999-2000
· Certificate in Project Management – Northeastern University, 1999
· Bentley College President’s Club, 2008
· ITIL certification in IT-Service Management, 2004
· Negotiation for Senior Executives – Harvard Law School, 2003
· Project Management Institute : National member, Board of Directors, PMI MassBay Chapter, 1999-2000
· Certificate in Project Management – Northeastern University, 1999
