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.
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 OperationsANXEBUSINESS CORPORATION － Southfield, Michigan
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.