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MORE CASE STUDIES
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Devised strategy and marketing / business plan for
Automotive Recycling Organization to generate first-year
revenue of $50M.
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Developed strategy and organization
restructuring plan to retain and increase membership for a
nationally recognized and prominent not-for-profit
organization.
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Reduced operating expenses by $13M, while
adding 20% to prior year’s revenue for ~ $500 million
Midwest Company. The CEO desired to be the "Easiest Company
in the World to Do Business With". Review and streamlining
of core business processes, mapping customer touch points
and process automation produced results. 2006 revenue was
about $800 Million.
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Combined and integrated multiple banks into
one operating organization, which produced savings of $16M /
year.
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Slashed annual IT costs by $2M-$4M dollars
by implementing an IS strategy that provided a common set of
key management information and metrics
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Spearheaded technology efforts resulting in
improved reliability of monthly financial reporting and
improved closing cycle by 50%. These included accelerated
migration from Unisys legacy platform to consolidated
process from AS/400 resulting in an overall increase of 75%,
plus daily processing savings and maintenance costs and
integration of disparate applications into the financial
processes.
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Led evaluation, selection, and negotiation
and contracting for Call Center Automation software.
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Directed CRM implementation including
integration with existing Business Intelligence reporting.
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Drove SEC Sarbanes–Oxley implementation and
compliance for corporate IT and technology-driven business
processes.
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Co-authored Corporate Information Systems strategic plan.
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Contributed to first-round $50M VC funding
and subsequent $450M-plus sale of start-up
Telecommunications Company by designing and implementing
effective business processes, metrics and corporate
infrastructure designed to speed up installations and retain
customers.
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Catalyzed a business launch by collaborating
with executive team of an e-commerce start-up to define
business model, marketing strategy, infrastructure, core
processes, and technology requirements.
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Led, with client senior management of a major
U.S. back,
a comprehensive business and technical analysis resulting in
$5 million annual savings due to the consolidation and
integration of processes and systems in Operations,
mortgage and FX
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Decreased processing time from 60-90 days to
a seven-day average by applying technology and
re-engineering underwriting processes and systems to provide
mass-customization of processes based on applicant segment
and risk ratings.
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Reduced average application processing time
from five days to one or less by implementing “paperless”
processing with technologies of work force automation and
Artificial Intelligence.
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Reengineered Product Development reducing
time to market for new products from 8 months to 3 months.
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Mapped customer touch points and developed
surveys – focus groups to incorporate “voice of the
customer” that translated into redesigned / streamlined
processes resulting in increased retention and reduced
costs.
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Combined multiple banks into one operating
organization through the consolidation of redundant
application and business process redesign.
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