Budgeting Cost / Benefit Analysis Expense Control Recruiting Change Management Consulting Services Strategic Planning Team Leadership / Motivation Process Design & Improvement Start Ups / Turnarounds Risk Management Strategic Sourcing/ Vendor Relations P&L Talent/Performance Management Employee Engagement Client Relations Project Management Business Development Regulatory Compliance - SOX/HIPAA/PCI/ISO CAD/CAM/PLM
Cost Benefit Analysis
Senior Automotive Process ConsultantCompany Name － City, State
Project ManagerCompany Name － City, State
Applications EngineerCompany Name － City, State
Automotive Process ConsultantCompany Name － City, State
Technical Program ManagerCompany Name － City, State
Mechanical EngineerCompany Name － City, State
Business Development ManagerCompany Name － City, State
01/2014 to Current
Vice PresidentCompany Name － City, State
Global Information Company providing security solutions for businesses and organizations.
Direct product management and consulting services strategy, processes and organization for Automotive, Healthcare and Compliance business verticals.
Partnering & interfacing across marketing, finance, legal, product development, documentation, sales, service desk, operations and customers to commercialize and launch products.
Synthesized separate product lines from six acquisitions and established core solutions and roadmaps in line with company strategy and vision.
Negotiated contracts and established three new outsourced software development vendors.
Reduced development costs on SaaS Compliance platform by 60%.
60K/month to $25K/month.) Launched four SaaS products in one year for PCI 3.0 Compliance - 1) Compliance software for Level 1 & 2 merchants 2) Compliance portal for Level 4 merchants, 3) Standalone scanning software, and 4) eLearning platform for PCI learning.
Migrated 10,621 merchants from PCI 2.0 compliance product to newly launched PCI 3.0 product with zero downtime for customers.
Launched a SaaS compliance product for medical offices to check HIPAA compliance risk and publish remediation tasks that drove sales of HIPAA compliance service solutions.
Conceptualized and packaged Enterprise Compliance Management service into a recurring revenue business model; increased consulting services sales and revenue by 350K in first six months.
02/2012 to 12/2013
Vice PresidentCompany Name － City, State
Performed lateral move to reorganize automotive business sales and operations per CEO request.
Directed more than $30M in automotive industry business with full P&L accountability.
Managed $14M budget achieving increased product and service margins of 40% to 85%.
Expanded business for EDI, private network, PLM and regulatory compliance products and services.
Increased focus on expanding EDI and PLM revenues.
Implemented attractive rate structures to EDI customers for increased market share.
Identified the top 20 PLM customers and developed plan to increase products and service sales.
Increased annual revenues in 2012 by 14% generating $7.5M in new revenue with 20% growth in the next year with $9M in new revenue adding 102 new customers in two years.
KETAN PATEL Page 2 email@example.com Earned platinum status as a reseller for Siemens PLM products and exceeded revenue targets from Dassault Systemes in 2012 & 2013.
Conceptualized & packaged engineering IT & PLM services into a recurring revenue business model; marketed to automotive OEM suppliers.
Sales team closed three-year contracts to date with 71 companies with a total contract value of $4.9M.
Developed e-learning and communication platform encouraging collaboration between OEM and its suppliers.
Platform allowed updates of supplier contacts, tracked supplier e-learning and certification, and verified comprehension of communications to suppliers.
Reduced supplier onboarding from three months to two weeks growing $300,000 initial contract to $2M within one year of platform rollout.
04/2010 to 01/2012
Vice PresidentCompany Name － City, State
Managed product delivery, support and security consulting services.
Directed strategic integration of three departments into a central organization.
Developed management structure providing leadership and support.
Controlled $6.5M operating budget and 36-member team.
Assumed ownership of SAP ERP system and addressed process, solution & cost issues.
Established SAP requirements for consultants and quarterly release schedule with cost estimates.
Reduced SAP consulting cost from $1.3M to $780,000 annually within two years.
Streamlined company delivery services across multiple locations to standardize operations and improve cash flow.
Reduced order to cash processing time from 45 days to 32 days or 29%.
Moved from re-seller operations to marketing of company owned product line after acquisition of three companies.
Conceptualized and instituted a stage gate Product Lifecycle Management system; established a steering team and business team for aligning product development to corporate objectives, reduced organizational inefficiencies & eliminated customer confusion about product capabilities.
Acquired Approved Scanning Vendor certification in three months from PCI Council to provide services to retail business customers.
Hired a Consulting Practice Manager to recruit and hire QSA and ASV certified employees.
Conceptualized service packages for PCI compliance.
Established a revenue pipeline of $2.5M in nine months.
Delivered over $1M in compliance consulting services within 15 months of rollout.
Minimized business risk associated to loss of a OEM helpdesk contract.
Developed and marketed a support package to supplement OEM's free in-house helpdesk.
Retained 60% of helpdesk customers at premium support levels.
Introduced managed services & retained additional 25% customers, losing less than 15% of base while increasing revenues by 1M over previous contracts.
07/2008 to 03/2010
Director of OperationsCompany Name － City, State
Lead newly acquired PLM business thru change and growth, developing staff and infrastructure to maintain profitable operations.
Transformed culture marked by lack of direction and staff uncertainty through roll out of strategic roadmap and staff reassignments.
Reversed customer SLA's decline due to dropped calls and open customer support tickets.
Developed call tree and hardware upgrades to resolve service issues.
Improved SLA services within six weeks from 91% to 97% and maintaining service levels.
Expanded professional services revenue by over 36% with 26% increase in billable time in six months.
Evaluated technician skills and implemented aggressive eight-week training program to improve performance.
Integrated two acquired companies into company including help desk, delivery and operations.
Studied companies existing business structures, data center, help desk and IT infrastructure and created migration and integration plan to consolidate operations.
Reduced COGS by 25% ($5M to $3.75M) re-negotiating KETAN PATEL Page 3 firstname.lastname@example.org telecommunication contracts; saved $1M over life of lease thru facility consolidation & sub-leasing.
01/2003 to 06/2008
Consulting Services ManagerCompany Name － City, State
Leading Software Company specializing in CAD/CAE and Product Lifecycle Management software.
Consolidated five delivery teams into consulting services organization.
Managed operational budget of $4.75M and 40+ engineers, consultants, project managers and architects utilizing PLM/CAD/CAE product suite to produce $12.6M in revenue.
Provided leadership, guidance and human resource administration to maintain proper staffing levels and ensure efficient operations.
Handled third party vendor negotiations including SOW approval, purchase requisitions and contract management.
Maintained project and team communications for accurate on time delivery schedule.
Evaluated employee performance through reviews offering coaching and development to meet goals and objectives.
Stabilized consulting services team leadership ending manager turnover.
Developed organizational budget consolidating revenue, operations and expenses.
Improved organizational utilization levels expanding average team utilization from 53% to 75% and billable utilization from 39% to 70% within two years.
Lowered employee attrition to 8% within two years.
Reduced proposal turnaround times from five to two days with profit margin increases from 18% to 32% within two and a half years.
Increased billable consultants from 18 to 42 with revenues of $12.6M.
Master of Science: Manufacturing EngineeringNew Jersey Institute of Technology － City, StateManufacturing Engineering
Bachelor of Science: Mechanical EngineeringMaharaja Sayajirao University of Baroda － CityIndiaMechanical Engineering
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New Jersey Institute of Technology
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Job Titles Held:
Senior Automotive Process Consultant
Automotive Process Consultant
Technical Program Manager
Business Development Manager
Director of Operations
Consulting Services Manager
Master of Science : Manufacturing Engineering Bachelor of Science : Mechanical Engineering
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