Resume: Word Doc
Accomplished software and hardware technology executive with progressive career record spanning full range / scale of both global enterprise and consumer business line management. Visionary and strategic thinker focused on bringing value to customers through innovative technologies.
"To some extent, we are all judged by what we are able to achieve. But more importantly, we are defined by what we attempt." Question: Is hiring an entrepreneurial-minded employee a big risk or a smart bet? [more]
Hobbies & Interest: Bicycling, Digital Photography, Digital Video and Wood Working.
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Key Areas of Knowledge
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2012 - Present I converted to a fulltime T-Mobile employee in 2018 and I launched ATOMS v1.1 – Automated Transport Order Management System. ATOMS is the database of record for all T-Mobile telco Circuits. The application manages Vendors, Contracts, Ordering Guides, Sites and Circuits while providing the business with visibility into financial obligations and commitments based on executed Contracts. I am currently working on v1.2. As a contractor for JMA at T-Mobile, I managed a multi-million dollar project portfolio of MyT-Mobile.com and mobile app initiatives, introducing scalable processes, governance best practices and driving a culture of data driven decision-making. As a contractor for Accenture at a major Mobile Carrier, I led a team of Product Owners, Business Analysts and UX Designers - launching the Carrier's new PrePaid Billing, Usage, Payments and Assisted Support platform. Prior to working on this project, I worked on the Staples commerce platform - but resigned after having to commute from Seattle to Boston for a year. At Staples I helped redefine the customer experience for the Staple Advantage B2B eCommerce site; working closely with cross functional teams to establish vision, strategy, roadmap and Product Backlog. I also spearheaded analytical efforts to leverage customer data, market data and research to identify customer insights/needs. Staples called me at the right time, I had grown tired of the lack of work-life-balance at Amazon.
At Amazon, I established the 3rd party marketplace B2B
portal task-based process analytics and role-based metrics, driving adoption of shared
components with internal teams, working with registration to lower the
number of the Sellers Registered, Not Launched rate and increasing cross
selling of services with a highly personalized and targeted Seller offers
platform.
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2011 In the fall of 2011, the Microsoft Startup Business Group (SBG) was reorganized to focus on IP technology transfer and I took on a new Microsoft role as the Business Program Manager for adCenter in the Microsoft OSD Paid Search BG where I managed product planning activities, rhythm of the business, the central product roadmap and provide structured product tie-outs to customers, partners, OSD engineering and GTM teams. I managed the product planning process that delivers high-quality MRDs from 20 product managers, to capture prioritized requirements based on research and persuasive business justification. I ensured effective voice of the customer and voice of the stakeholder input to the requirements gathering process through regular interactions with the planning team, customers and stakeholders. I worked closely with R&D and GTM teams to ensure requirements flow accurately from MRDs, to functional specs, to product implementation and on-going measurement NSAT. |
2008 After helping the Dev/UX Tools Business Group achieve the goal of becoming a $1 billion business, I was hired by the Microsoft Startup Business Group (SBG), part of the Research & Strategy Division to incubate a confidential new category product concept. I was one of 4 contributors to a new business strategy and co-writer of the final business plan and Steve Ballmer proposal that led to an initial $25M investment for a future $1 billion new category consumer business. I reviewed and evaluated new business, product and technology concepts while applying early-stage strategic thinking and real world startup experience to help accelerate and drive quarterly business reviews, senior leadership approval and business investment. I conducted research and product planning new concepts, including psycho-graphic, ethnographic, habits and practices, quantitative and qualitative CVTs, new business model testing, retail channel testing, target segmentation, scenario / feature prioritization analysis and persona development to help narrow project scope and target audience. I analyzed and reported on competitive product strategies and business models by companies like IBM, Apple, Sony and Google. Currently my focus is on NUI (Natural User Interfaces), Big Data, Cloud + Mobile and Emerging Markets (India & China). |
2006 I joined Microsoft in October of 2006 as the Campaign Strategy Manager for the Dev/UX Tools Business Group. One year later I was promoted to Group Campaign Strategy manager (WW Sales & Marketing Lead) and hired other managers to form the Dev/UX BG Campaign Strategy Team. I created the campaign strategy and role guidance for Microsoft's Developer Platform and Tools product portfolio, including Visual Studio, Team Foundation Server, IIS Web Platform & Tools, .NET Framework, Expression Studio and Silverlight. I successfully developed and launched the first Microsoft ALM (Application LiveCycle Management) strategy and worldwide customer campaign, including all BOM content, metrics and score cards that helped grow the Visual Studio Team System revenue from $358M to $600M in one year. I helped create the Microsoft ALM Partner Program, worldwide GTM sales plan, tools and strategic partner solution agreement framework. |
2004 Midwest Investment Ventures (MIV) approached me in February 2004 to form a joint venture called BRANDCONTROL.NET. The startup licensed my online dynamic publishing software, BigCabinet 3.0. BRANDCONTROL.NET was a Marketing Resource Management Systems software company. Our mission was to continue the development of the BigCabinet software and market it through an MIV sister company. My role was President, software architect and development team leader/product manager. Sales did not meet investor projections and the board voted to stop funding the venture. Below are links to some of the company's product marketing material: |
2003 I entered into a 6 month consulting agreement (extended to 12 months) with one of the industry's leading brand management and dynamic content solution providers, MarketForward Corporation (with offices in Chicago, Canada, New Zealand, the UK and France). MarketForward is owned by the 4th largest media and advertising conglomerate in the world, Publicis Groupe. In addition to global brand management and dynamic content generation, MarketForward extended it's BrandGuard technology to drive digital, dynamic (and interactive) signage, kiosks and menu boards. This digital signage portion of MarketForward's business was called Siren Technologies. We worked with the Publicis Groupe affiliates to develop solutions for Fortune 500 clients; like T-Mobile, CIBC, L'Oreal, ConAgra, McDonald's, Lincoln Mercury, USPS, UAL, etc. |
2000 With a vision for how the Internet would play an important role in brand resource management and dynamic publishing, I started a software company called BigCabinet, Inc. At BigCabinet, we created a browser-based enterprise application called Brand Manager 2.0 that automated the distribution and repurposing of brand and marketing content. I assembled a cross-functional team of web developers, database programmers and client/server application programmers to create a browser-based application called Brand Manager. Hosted on a three tier .NET architecture leveraging IBM server technology, 100% of the application runs in a standard web browser. The expense of personally funding the development of the software and the loss of our main client,
Hyatt International, after 9/11 lead me to the consulting agreement with MarketForward. |
1999 Darwill was a customer of mine while at IBM. They are a 50-year-old company whose heritage is commercial print. After leaving IBM to venture out on my own, I help the owners re-invent the company's business and start new technology initiatives. I also managed a sales and marketing staff of 16 people. In just one year I played a pivotal role in increasing the company's revenue from $19 million to $25 million through strategic marketing, sales initiatives and a $1.8 million business acquisition. I spearheaded the creation of new business units, developed new sales tools and trained the Account Execs on selling database and Internet driven solutions that provided customers with increased control of digital assets and add additional value to their 1:1 marketing and CRM initiatives. |
1995 I was recruited by AM Mutilgraph to be the Product Manager for the Xeikon, NV DCP-1 Digital Color Press. AM International was, at the time, the only North American distributor of the Xeikon digital printing press. AM International went into Chapter 11 after my first year of employment and is no longer in business in the US. I was immediately hired by IBM to be the Product Marketing Manager for the IBM 3170 Digital Color Press in June of 1995. Eight months later I was promoted to World Wide Business Line Manager, Color Production Printers and branded the product line IBM InfoPrint. As business line manager, I spearheaded high-end technology solutions for companies like SAAB, Norwest Bank, GM, Whirlpool, Chrysler, Bank of America, Kinko's, BMW, Merrill Lynch, Federal Express, Kodak, Coca-Cola and Merck Pharmaceutical. My responsibilities included operations, solutions, strategic-business development and planning. |
1993 As an EPS consultant for Momentum Corp. (acquired by Fujifilm), I visited customers with Account Managers and consulted on equipment purchases, work-flow designs, productivity and systems management. I designed and assembled Momentum's national electronic prepress lab and demo facility that contained $2,000,000 in state-of-the-art prepress equipment from a variety of manufacturers. I trained customers on color theory, color calibration, hi-end color drum scanning, ICC profiles, trapping, imposition and workflow management. |
1986 A&R Design was a small creative advertising agency in Chicago that I founded in 1986 after college. I employed two Design Assistants, a Production Manager and an Administrative Assistant. As the owner of A&R, I was responsible for sales, client contact, creative, copy writing, marketing, scheduling, production, purchasing and billing. On a daily basis I coordinated collateral design, print advertising, color separations, photography, illustrations, sheet fed and web offset printing and desktop output services. Clients included the State of Illinois (ISAC, IAC, IDES, etc.), Discover Card, Ogilvy & Mather/Chicago, Logo 7 Sportswear, Fred Berglund & Sons and Chicago Title & Trust.
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