Recruiter-Rater

GORDON L. ELLIS gordonellis@earthlink.net
3736 Aurora Loop Rocklin, CA 95677 (916) 204-6222

Global Service Proposals / Managed Services / Professional Services / Process Reengineering / Negotiations / Outsourcing / Partnerships / P&L /Market & Sales Strategies / Service Delivery / User Support / Customer Relations / Strategic Planning / Startups

Built and managed high-performance sales and delivery teams, growing revenue and profits at both startups and industry leader NEC Solutions. Closed multi-million dollar engagements in both NA and SA. Organized and managed multiple professional service organizations and managed services operations. Diverse industry experience in telecom, banking, healthcare, government, education and manufacturing.

• Significantly enhanced NEC’s Professional Services and Managed Services capability, doubling revenue in first nine months.
• Overhauled procedures for providing managed services to NEC subsidiaries, cutting costs 30%.
• Implemented software solution for healthcare organization, increasing client’s cash flow 700%.

Special Skills: Strategically planning and managing large, complex organizations…Delivering high quality, enterprise-grade products on time and within budget… Overhauling ineffective procedures… Managing expectations across cultures and languages… Driving software development lifecycles with all sizes of companies… Proven ability to get things done quickly… Winning confidence at all levels of an organization.

Selected Achievements

Significantly enhanced NEC’s Services capability, doubling revenue in first nine months. Inherited weak Professional Services organization with less than $1M in revenue. Established business plan that put in place PeopleSoft and SAP Consulting Practices, Managed Services and Security Solutions with specific industry focus, utilizing existing resources and capabilities. Initiated rapid creation of marketing/sales collateral. Established and directed team training. Created visibility for improved NEC Enterprise Services capability, tripling revenue in two years.

Overhauled procedures for providing managed services to NEC subsidiaries, cutting costs 30% and enabling operation to be profitable. Company provided managed services to its subsidiaries, but services were unprofitable. Established Service Level Agreements (SLA) with subsidiaries. Revamped compensation plans to create employee incentives. Renegotiated contracts, linking them to SLA’s. Increased staff morale and developed flexibility in utilizing resources for other services at one-third the cost of previous services.

Implemented software solution for healthcare organization, increasing client’s cash flow 700%. Youngblood Ellis Solutions client was growing rapidly, causing cash flow and operational efficiency problems. Few office procedures were automated. Reengineered their business processes. Developed and installed a software solution. Integrated that software solution with software specific for claims processing, resulting in a 97% reduction in outstanding claims. Provided software solution that enabled client to expand its home healthcare without increasing operational costs.

Key resource to help launched Professional Services division to complement Trintech’s product suite, generating $6M first year. Company was software vendor with six products for the payment industry, but lacked know-how to deliver a service. Hired 30 engineers and operations personnel in three months to support sales on all bids. Established operations methodologies and project accounting processes. Gave Trintech new services offering that dramatically grew revenue.

Increased NEC’s managed services 30%, enabling market to purchase a Tier 1 package at Tier 2 prices. Challenged to accelerate growth of Professional Services. Acquisition was not an allowable option. Negotiated with other NEC organizations/suppliers to leverage facilities, hardware and software. Created a repeatable solution in SAP by utilizing NEC hardware, with SAP software and a supplier providing templates.

Orchestrated the shifting of University of Wyoming funding to new ERP project at contract value of $3M. The University chose to implement a new ERP. As business owner of the implementation, educated all 2600 employees on why the University was moving to new ERP from the firm’s legacy applications. Convinced University community to accept project and shift funding from other activities to this much-needed project.

Re-engineered a major University of Wyoming project, saving University $70K per year. Decreases in state funding and declining enrollment were causing shortfall in operating funds. Pioneered benchmark study with several other major research institutions to examine costs of operations and key business processes. Identified best opportunities for process re-design and cost savings, leading to large savings on just one project.

Career History

Executive Vice President, EcoTechnology, Inc, 2006-present. Recruited by company to initially build sales and marketing division and to be a key member of the executive team. Built strategic direction for taking a new research and development solution to market.

• Built sales organization, compensation plans, territory plans, sales process and tracking.
• Developed contracts and partnerships to extend services.
• Negotiate lease agreements and building permits for operations.
• Implemented and integrated call center, lead generation and direct sales.
• Built and managed sales funnel and monitored key performance indicators. Communicating status to board of directors and investors.

General Manager, NEC Solutions (America), Inc., 2002-2005. Recruited by $47B technology solutions company to establish strategic direction for marketing, sales, delivery and support for the Enterprise Services Division. Strategically plan and direct services organization including Professional Services, Outsourcing, Systems Integration, Support and Custom Development divisions. Manage seven P&L’s.

• Strategically planned and executed professional and managed services markets and delivery.
• Integrated NEC products and services to provide solutions to North America
• Develop contracts and partnerships to extend services.
• Negotiate services agreements with corporations in North America, Europe and Asia/Pacific.
• Manage expectations of top management in client relationship, consulting and development arenas.
• Work effectively with broad group of constituents, from Board members to departmental employees.

Director of Services, Trintech, Inc., 2001-2002. Promoted to drive entire software development lifecycle for $40M E-Commerce company. Managed $6M budget and staff of 30.

• Direct the Professional Services division for North and South America.
• Led product requirements analysis, design, architecture and implementation, in coordination with product management and engineering team, to deliver innovative market solutions.
• Developed engineering process on time and on budget, with focus on predictable delivery of high quality enterprise products.
• Negotiated multi-million dollar services contracts with companies in US and worldwide.
• Managed overall operations for division.
• Surpassed 100% of sales quota in less than one year.

Senior Project Advisor, Americas, 2000-2001. Recruited to manage consulting engagements in North America, South America and Central America. Served as part of Global Services Management team.

• Developed implementation methodology for global services organization.
• Implemented first-of-its-kind payment solution at third largest bank in South America.
• Assisted Global Services group on business opportunities in Americas, EMEA and Asia.
• Successfully managed engagements where customer’s primary language was Portuguese, Spanish or Korean.

President/Partner, Youngblood Ellis Solutions, 1989-2000. Founded and owned this small consulting firm, providing small-scale implementations utilizing custom software solutions for healthcare and banking clients

• Pioneered business development, sales, software and support for the business.
• Solved operational problems, and supported users in testing and use of computer systems.
• Developed and planned to market a new software program projected to improve testing of new releases/fixes to PeopleSoft Financials 7.0.

University of Wyoming, 1986-2000. After completing Bachelor’s degree, served in a number of responsible positions while owning and directing Youngblood Ellis Solutions.

University Budget Officer, 1996-2000. Oversaw financial planning/budget operations of the university, in excess of $250M annually impacting over 200 departments and 6,000 employees. Also supervised Custom Development solutions for university-wide deployment. Managed staff of 70 in university’s Finance and Administration division.

• Served as authority on the proper hardware/software platforms for administrative computing.
• Executed process redesign activities on key university-wide opportunities.
• Business Owner of the implementation and policy decision teams for PeopleSoft financial and HR systems.
• Gave presentations to Board and Legislative on key activities and university directions.

Executive Business Manager, 1995-1996. Responsible for AP, AR, warehouse operations ($2M inventory), MIS, safety and recycling in physical plant operations.

• Successfully reengineered processes, increasing efficiency and cutting costs of operations $70K in one year.

Project Manager/Director of Financial Information, 1990-1995. Directed the management/executive information systems for the institution and managed all facets of HR and financial information systems implementation. Earlier, served as Coordinator of HR MIS and Records (1986-1990) and Senior Program Analyst (1986).
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BS, Management Information Systems/Industrial Operations Management, University of Wyoming, 1986

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