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EXECUTIVE
TECHNOLOGY AND OPERATIONS LEADER
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EXECUTIVE
TECHNOLOGY AND OPERATIONS LEADER
·
Diverse and deep experience in developing and implementing operational
excellence programs and deployments aligned to business value / strategy while
driving revenue and operating margin
·
Repeated successes in leading enterprise wide operational
excellence teams to drive projects and mentor business leaders on strategy and
improvement opportunities
·
Proven ability to generate value out of both technology and
process improvements through establishing effective software development
processes and practices based on Lean / Six Sigma methodologies / Design for
Six Sigma and Agile Development
·
Effective communication style adept at translating complex
technical and process designs and issues into key concepts easily understood by
non-technical individuals allowing for the vision to flow to broader corporate
objectives
Revenue
Stream Generation / C Level Management & Strategic Execution / Six Sigma
& Lean Methodologies/ SDLC Methodologies / Business Process Management / Mergers
& Acquisitions / Staff Development /
Professional Experience
Vertrue
– Norwalk, CT 2008
- Present
VP Process Optimization / Technology Strategy
reporting to CIO
Vertrue, Inc. is a
Direct-to-Consumer web marketing and technology company. Led process optimization initiative from its
inception as 1st process optimization leader for IT, then expanded
it to a business-wide deployment, and finally using process optimization to
roll out an entire new business and create top-line growth.
Key
Successes:
Ø New Business Development - Brand Magnet’s
Technology and Process: Established and implemented a technology and
process roadmap to meet the new business and market need; partnered with
marketing and sales team to close 1st 2
deals and oversaw both successful implementations; architected processes
required to incorporate cloud-based computing solutions, mobile acquisition
technology, 3rd party billing integration, and partner CRM integration;
leaned implementation process from a 9 month baseline to a 30 day standard
implementation.
Results: Booked Incremental annual Revenue of 30 MM with
an additional 50 MM forecasted, reduced implementation costs by 80%
Ø Established Enterprise-wide Lean deployment: Revamped
and built out process optimization , controllership, and business continuity
team; rolled out lean methodology and training across 4 corporate sites to 300+
employees; executed seven cross-functional lean workouts that improved efficiencies
and cycle time for key business processes
Results: Average reduction in process cycle times of
88%, 10 MM average annual revenue generation, 1 MM average annual cost
reduction
Ø Created and Automated SDLC Tollgate Process: Consolidated,
standardized and automated enterprise-wide project, portfolio and workflow
technology and processes; implemented digital Tollgate processes to speed up
project completion times while maintaining critical PCI and business controls
Results: Average annual productivity savings of 500k
Ø Developed Mobile business and
technology strategy: Developed
Mobile business strategy to encompass both I-Phone and Droid appliances; led
team to develop mobile customer acquisition via QR Codes; developed mobile
messaging CRM strategy
Results: FreeScore.com
mobile app launched, mobile QR Acquisition technology currently in test
Ø Business Continuity and Disaster
Recovery : Developed
enterprise-wide risk assessment; identified all business points of failure;
developed and implemented technology improvements to close gaps in order to
meet business continuity gaps.
Results: Reduced
operational risk and exposure across the business by 90%
Merrill
Lynch & Company: Global Markets & Investment Banking –
New York, NY 2006 - 2008
Vice President, Master Black Belt
Implemented process
reengineering and a continuous improvement culture to a numbers-based, yet
process-lacking, division of Merrill Lynch & Company across 3 global
regions, impacting 500+ employees.
Key
Successes:
Ø Straight-Through Processing: Led Fixed Income, Currencies &
Commodities (FICC) trade flow root cause analysis and improvement initiative,
identified tactical control improvements as well as large scale strategic
project opportunities to reduce derivative operational risk by eliminating
average 50,000+ settlement breaks and increase Straight Through Processing to a
goal of 99%.
Results: Reduced trade settlement breaks by 60%
Ø Global Collateral Process: Led initiative for global collateral
process improvement project; Scoped analysis with PWC and led all Lean
Work-Outs, and kicked off projects attacking collateral risk exposure.
Results: Reduced Collateral reporting cycle time by
70% and improved Collateral requirement accuracy by 80%
Ø KPI Dashboard: Identified, sourced and socialized business key process
indicators with global business owners, developed and implemented 1st
generation digital dashboard.
Results: 40+ KPI’s in production across Americas, EMEA
and Asia Pac
Ø Established 1st Six Sigma Deployment: Developed
and implemented process improvement and Six Sigma culture strategy for
Derivatives Operations & Client Services; developed global team of Master
Black Belts and Black Belts; deployed training to 200+ employees globally;
identified and oversaw Six Sigma projects that aligned to 5 key business
objectives
Results: 200+ employees trained, 50+ projects
completed, 20 MM annual costs savings
General Electric
Corporation 1999
- 2006
Progressively
gained more responsibility and multi-industrial experience while being promoted
at GE, beginning with rotational operations leader assignments at GE Aircraft
and ending with leading quality and Six Sigma initiatives, as well as
integration teams, at NBC Universal.
NBC Universal – New York, NY 2003
- 2006
Six
Sigma Quality Leader and PMO Manager
Responsible
for the implementation and execution of Six Sigma projects across NBC TV
Operations and Production Services for New York, New Jersey and Los
Angeles. Built and managed team of Black
Belts and project managers. Partnered with
Executive Vice President to develop process improvement strategies and plans.
Key
Successes:
Ø Six Sigma Deployment: Developed
six sigma strategy and roll-out plan for 600+ employee TV operations
organization; led team of seven Black Belts through a portfolio of 15 strategic
business projects for a total of $15MM in benefits.
Results: 15
strategic projects completed, 15+MM in project benefits, increased Six Sigma
certification from 30% to 51%
Ø Mergers & Acquitions: Led process
and synergy due diligence during two merger & acquisitions: Universal
Studios and iVillage; identified process syngergies, financial opportunities
and cross-marketing opportunities.
Results:
All M&A objectives met and 2 MM+ of cross-marketing opportunity identified
Ø Business Continuity: Completed
Failure Modes and Effects Analysis (FMEA) for new 17-channel cable distribution
center. Identified 500+ points of
failure and mentored 3 Black belt projects.
Results: Identified process improvements to reduce
defects and improve uptime by 90%
GE Capital, Vendor
Financial Services – Westborough, CT 2001
- 2003
Six Sigma Black Belt
Responsible
for process optimization within the Credit and Funding team for Sun
Microsystems Finance business. Primary
goal was to drive Fund Yield and improve credit approval cycle time.
Key
Successes:
Ø Credit and Risk Process Improvement: Partnered
with the Chief Risk Officer to identify and quantify variation in the credit
rating process and deliver incremental Net Income; Led the credit team as they
shifted to a data-based, customer-centric approach.
Results: Identified 400k of additional Net Income
Ø Portfolio Data Mining and Analysis: Mentored the
portfolio team as they developed an automated process that identified eligible
mid-term interrupt deals.
Results: Delivered 1.7MM additional Net Income in year
1
GE Aircraft Engines– Lynn, MA 1999
- 2001
Operations
Management Leadership Associate
Rotated
through 4 Cross-Business assignments to obtain leadership experience while
driving results. Gained experience in
Lean Manufacturing, Demand Flow Technology, Just-in-Time Inventory, Union team leadership,
Program management and IT Help Desk Management.
Key
Successes:
Ø Lean Aircraft Engine Production: Managed a
team of 33 union employees in the production of four different product lines;
employed cross training, six sigma and lean improvements; implemented lean
manufacturing at a key manufacturing combustor plant to improve critical
business measures (cycle time, inventory, and conversion cost).
Results: Achieved 100% On-time delivery, reduced labor
costs by 15%
Ø Joint Venture Program management: Collaborated
with global revenue sharing partner, Fiat Avio, in development of new product
initiation, performed product cost analysis, and performed due diligence with
global suppliers.
Results: Uninterrupted T700 Supply Chain, and all
outstanding program issues assigned were resolved
Education and
Credentials
Bachelor
of Science Degree in Manufacturing Engineering – Boston University 1998
Minor in
Business Administration
GE
Six Sigma Certified: Black Belt and Master Black Belt
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