The particular value I offer a technology company is my ability to execute a strategic plan across the enterprise and improve financial performance and customer, partner, and employee satisfaction. I have 10 years of direct P&L and operating management responsibility. My experience spans the software reseller, software licensing/management, and computer hardware industries. I possess an in-depth understanding of the enterprise software market and channel sales and marketing. My experience includes turnaround and transition management.
I have delivered revenue and profit results for a billion-dollar company during periods of intense competition and margin erosion. Most notably, I turned around a failing $750 million North American business unit. Holding P&L, operational, and sales and marketing responsibilities, I was able to achieve these outcomes:
- Accelerated growth of revenue and profits by 33% and continued to produce double-digit revenue growth for five consecutive years.
- Led a reengineering program that reduced operating costs by $18 million within 24 months.
- Delivered technology ROI by reengineering a failing SAP implementation.
- Elevated loyalty scores from major Fortune 500 customers from 60% to 95%.
- Earned coveted top scores from the company’s top vendors, including Microsoft and IBM.
Being able to both “zoom out” and “zoom in” has enabled me to be successful in creating positive transformations in each of my positions. I view the organization and its market environment holistically, identify areas of waste and underperformance, and translate my assessments into powerful, integrated strategic and tactical plans. Because I am also able to “zoom in” and actually execute those change plans operationally, I have been able to create a lean, focused, fast-growth organization.
No change, however, can occur at optimal levels without the active participation of the people who put new
initiatives into practice. I know how to improve both employee satisfaction and financial performance by
establishing a corporate culture of measurement, accountability, and rewards and then motivating personnel to contribute to the full extent of their abilities.
When the company I led as General Manager was sold to Serus Communications, I played a key role in the
transition. Now I am pursuing new challenges. I look forward to speaking with you in the near future about the COO position at JR Patel Enterprises.