fellows by ashrafp


									Executive Resume
                                                                                                     Rowland Fellows
                                                                                1234 My Way Yourtown, NY 99999
                                                          Phone: (999) 999-9999 Email: rfellows@myhometown.com

Leadership Profile
Sales and Marketing Leadership, General Management, Business Development, Customer Satisfaction,
Enterprise Transformation, Strategic Planning, High-Tech Startups, Cross-Functional Team Building
Visionary, results-driven sales manager with a demonstrated record of success in creating marketing initiatives to penetrate
new markets, strengthen existing market presence, and drive sales to new heights within the information technology industry.
An accomplished general manager and sales executive, with a proven ability to build new business operations, lead
turnaround efforts and significantly grow existing operations. Expertise in strategic business planning and cross-functional
quality initiatives. Excellent ability to drive revenue through account development, long-term client relationships and
powerful closing skills. Well-developed interpersonal skills with documented success in leading, motivating and inspiring
teams to meet and surpass corporate objectives.

Professional Experience
Software Ventures International
Manila, Philippines

Vice President, Worldwide Sales and Marketing
2003 to present
Software Ventures International is a Philippines-based outsourcing firm focused on three markets: information technology
outsourcing, business process outsourcing, and customer contact center outsourcing. Key geographic market segments for
the company include the US, Europe and Japan. Direct all aspects of sales, account management and marketing. Key
initiatives implemented include: standard sales processes, implementation of a sales pipeline tracking and collaboration tool,
comprehensive account management methods, metrics-based sales activity tracking, re-engineered website and Web strategy-
supporting sales initiatives, and enhanced marketing support functions.

Electronic Data Systems
Structural Dynamics Research (acquired by EDS in 2001)
Santa Clara, California

Vice President & General Manager, Western Region
1999 to 2002
Managed and provided leadership for a sales organization of 46 and a services staff of 68. Restructured sales and services
organization to an account-focused team, eliminating separate product-focused sales and services groups. Integrated staff of
two formerly competitive companies in a single, high-performing regional team. Implemented innovative sales programs to
improve sales focus, sales activity levels, and improved competitive selling. Implemented sales campaigns to penetrate high
tech marketplace in the Bay Area, such as Bechtel, Boeing, Lockheed Martin Space Systems, Northrop Grumman, Raytheon
and Seagate.
   Sold the company’s largest software and services transactions at Boeing ($12 million), Goodrich Aerospace ($8 million),
    Lockheed Martin Space Systems ($6 million) and Thiokol Propulsion ($3 million).
   Organized and led western region cross-selling initiatives with other EDS lines of business at Bechtel, Storage
    Technology and Weyerhaeuser. Results included several multi-year, multi-million dollar contracts for software, services
    and outsourcing services.
   In year 2000, achieved revenues of $32 million against a $24 million goal. Continued this growth the following year,
    reaching $42 million in revenues.
Rowland Fellows                                                                                                       Page 2

Complete Business Solutions, Inc. (CBSI)
Claremont Technology Group (acquired by CBSI in 1998)
Sacramento, California

Vice President
1995 to 1999
Led startup operations in California and grew operation into the company’s largest business unit. Projects included the
replacement of mainframe systems with large-scale servers and networks, development of new object-oriented, n-tier,
distributed client server business applications and selection and implementation of new application solutions from various
software vendors. Procured and implemented complex enterprise systems for investment accounting and actuarial valuations.
Landed significant contracts with the State of California Sacramento offices, Pacific Bell’s San Ramon locations and
Providian Bank in San Francisco. Built CBSI's Southern California operation from a one-project operation to a multi-branch,
multi-account region. Implemented account planning processes, sales training programs, and regional sales programs for the
utilities, health care and manufacturing industry vertical markets. Integrated an acquisition into the western region, creating
significant sales and delivery capability in Denver. Implemented a business development program for CBSI's e-business
service offerings.
   Built the Claremont California consulting organization from zero to 100+ staff and over $15 million in annual revenue in
    two years. Profitability was consistently above company averages.
   Led a management team that successfully completed a 120,000-hour development project at the California Public
    Employees Retirement System (CalPERS) in ten months to increase fiduciary reporting accuracy.
   Managed and provided leadership for CBSI's western region consulting services organization that included
    approximately 800 people and generated approximately $40 million in annual revenue.
   Closed a $6 million multi-year, multi-service offering contract at CB Richard Ellis (a global real estate brokerage and
    services company based in El Segundo) for a combination of on-site and offshore services in the ERP (Peoplesoft) and
    CRM (Vantive) application areas.
   Led an effort to define and implement a new set of service offerings.
   Implemented an ERP/CRM development and support center in Bangalore, India.
   Consistently exceeded profitability goals.

Sacramento, California

General Manager
1992 to 1995
Provided leadership for PRODATA's Sacramento and Northern Nevada operations, directing all consulting services
operations. Defined and implemented new services offerings, creating competitive differentiators for the company in a very
competitive market. Expanded into new geographies in Nevada and Northern California. Developed the Reno office into a
full branch office, and built the office to profitability.
   Accomplished rapid business recovery within weeks after the cancellation of a significant State of California contract.
   Sold significant services contracts at various State of California departments including: Employment Development
    Department, Department of Justice and the State Legislature.
   Won major new development and services contracts with the State of Nevada.
   Landed significant services contracts with Baxter Healthcare, Hewlett Packard, Mercy Healthcare and NEC.
   Achieved revenue growth and profitability targets in 1993 and 1994.
Rowland Fellows                                                                                                      Page 3

Prime Computer, Inc.
Mountain View, California

Sales Management
1984 to 1992
Held various positions with increasing responsibility in Prime’s western region. Significant accomplishments included:
   Successfully repaired damaged customer relationships with the State of California.
   Sold of over $20 million (in two years) to multiple State agencies.
   Completed a $2 million dollar sale of leading edge, open-systems hardware and software to Aerojet Corporation.
   Transformed the Portland branch in to an office that consistently over-achieved its targets.
   Won major new contracts at Tektronix, Standard Insurance, Northwest Natural Gas, Mount Hood Community College,
    Clark County, Columbia Machines, Department of Energy/Hanford and Gonzaga University.
   Achieved four “Pro Club” awards.

International Business Machines
San Francisco, California

Sales and Sales Management
1973 to 1984
Held various positions with increasing responsibility in the San Francisco Bay Area. Significant accomplishments included:
   Sold major new data center contracts to the State of California.
   Built a reputation as an aggressive new-account sales person by selling expensive, large mainframe systems to
    competitive accounts at a time where very few new accounts were being won.
   Became known as the key competitive “fire fighter” and led all competitive sales campaigns in Northern California and
    the Pacific Northwest with an outstanding competitive win record. Managed several major new product announcements
    for the region.
   Devised a sales strategy, organizational approach and tactical plan for winning new accounts in the San Francisco Bay
    Area. Implemented the strategy and plan resulting in the sales of 27 new accounts ($1+ million) within one year.
   Managed a major reorganization in the San Francisco Bay Area that combined three product-oriented divisions in to a
    single customer-focused sales organization. Consistently achieved the largest managers' sales quota in the region.
   Achieved one “Golden Circle” and four “100 Percent Club” awards.

   Bachelor of Science, University of California at Davis
    Environmental Biology, Economics, Mathematics
   Trained in all major selling methodologies, including Miller Heiman (Large Account Management Program), Wilson
    Learning, Holden's Power-Base Selling and Solutions Selling.

Key Accomplishment Summary
                                                                                                    Rowland Fellows

                        Catapulted Company to $55 Million in Annual Revenue

Claremont Technology Group was a small, privately held professional services company with locations in Beaverton,
Oregon; Columbus, Ohio; and Basking Ridge, New Jersey. With ambitious growth goals, Claremont was anxious to enter
the California market. It was necessary to formulate a strategy and provide leadership for the effort to start and grow a
consulting business in California.

Action Plan:
   Defined a general plan focused primarily on the industry segments of the company's expertise instead of its technology
    expertise. This allowed for more flexibility in using the company's credentials and deploying other company resources
    to new engagements in California.
   Hired three senior-level professionals who all had the unique ability to start a consulting engagement as an individual
    contributor and transition to project/engagement management roles as our clients requested additional services to be
    performed. This ensured excellent client satisfaction with the work being performed. Each of these managers had
    expertise in a key industry vertical.
   Acquired a few small engagements in our selected verticals. Excellent service resulted in high client confidence and
    within six months the office had a total staff of ten consultants.
   With the business profitably underway, created a technology differentiator in order to make it very difficult for other
    services firms to compete with us. The combination of business expertise, technology expertise and our delivery track
    record resulted in a high demand for our services.

The California practice grew to approximately 200 employees and $20 million in annual revenue in within 2.5 years. The
parent company had grown during that same time period from 180 to 600 employees and from $15 million to $55 million in
revenue. My consulting and professional services operations accounted for approximately 50 percent of the company's

Key Accomplishment Summary
                                                                                                     Rowland Fellows

    Revamped Western Region to Promote Growth and Increase Customer Satisfaction

Structural Dynamics Research Corporation (SDRC) was a software and services company offering a wide range of solutions
for product development. Its multiple sales and services organizations were product-oriented and operated in the same
geographies with the same customers. This resulted in high field operation costs and a sub-optimal situation with regard to
customer satisfaction. The optimal goal was to transition the western region to a single, customer-oriented sales and services

Action Plan:
   Consolidated all sales, business consulting and implementation services personnel in to a single organizational structure
    in the western region.
   Expanded the sales organization by 50 percent and organized sales units around customers and market segments. All
    sales units sold all products within their assigned customers and market segments. Major account teams were instituted
    for the region's two largest accounts, Boeing and Lockheed Martin. A region-wide large account team was created to
    market to the region's large, complex sales prospects. Two geographically-based sales units were created to sell SDRC's
    products and services to the remainder of the customers in the region.
   Increased training for business consulting team, enabling them to be more responsive to customers and less dependent on
    resources from outside the region.
   Created a single organization and measurement system for the implementation services organization. Created a matrix
    organization that accounted for customer relationships and product expertise. Business area managers were assigned.
    These managers were responsible for customer relationships as well as personnel management. They had the traditional
    business measurements of revenue, margin attainment, and project performance. Practice leaders were created with the
    responsibility for the product and technical performance of the organization. These managers had responsibility for
    training, professional development, and shared the project performance measurements with the business managers.
   Performance-based measurements for all customer-facing personnel (including personnel that had previously been on
    salary-only compensation plans) resulted in increased participation and accountability. This included sales, business
    consulting and services staff. Performance metrics were established and evaluated throughout the entire customer
    interaction life cycle, including the sales cycle, system development projects and application deployment processes.

The company enjoyed a sustained revenue growth of 33 percent per year. In year 2000, achieved revenues of $32 million
against a $24 million goal. Continued this growth the following year, reaching $42 million in revenues. Profit margins were
significantly improved for the region. Customer satisfaction reached new levels and customer relationships grew with
several of the company's largest accounts.

Key Accomplishment Summary
                                                                                                     Rowland Fellows

       Maximizing Reporting Accuracy by Implementing Improved Financial Controls

The California Public Employees' Retirement System (CalPERS) is one of the country's largest investment funds, managing
over $136 billion in investments. In the management of a fund this large, there are thousands of individual transactions each
day, creating a record keeping nightmare. While CalPERS outsources most of the financial record keeping to a master
custodian, it is still held accountable for the accuracy of the custodian's records. Small, unnoticed errors in the financial
records can amount to millions of dollars in losses. In order to effectively execute its fiduciary responsibility, CalPERS
needed an effective, accurate method to certify the accuracy of the custodian's records.

Action Plan:
   A series of planning meetings were held with CalPERS executives to identify the objectives and critical success factors
    for the project. Project strategies were proposed, negotiated and agreed to by the executive team.
   An overall project plan was built that encompassed business issues, technical initiatives, personnel requirements,
    executive sponsorship and project commitments necessary to ensure success.
   Assembled a team to investigate the requirements for State of California public bid processes and prepare a proposal.
   An investment accounting system supplier was selected for implementation. A combined vendor, systems integrator,
    CalPERS team was assembled for the implementation project.
   Provided project management oversight for the implementation team.

The CalPERS investment accounting reconciliation system was installed successfully and made operational on time and
within budget. CalPERS now has the tools in place to certify the accuracy of their custodian's financial records and carry out
its fiduciary responsibility.

Industry Insights
                                                                                                     Rowland Fellows

                                   Making a Difference in Today’s Market
Offering Solutions, Not Products
In the technology sector, the competition is tough and it is a buyer’s market. Competitors will always be willing to “buy the
business” by offering a lower price on products or services. Success in a highly competitive, recessionary market will be
assured for those who focus on assisting customers with their challenges--finding solutions instead of merely offering
products. There are myriad products/services that can accomplish the same task. Providing strategies for solving customers’
daily problems will foster growth and the forming of solid business partnerships while other companies falter.

Stand Out from the Crowd
Sales strategies that feature products and services “similar to IBM” or “just like EDS” are destined to fail. After all,
customers might as well just buy from IBM or EDS. Customers are seeking differentiators (tangible or intangible) that will
fit their needs in the most effective way. If these differentiators are too esoteric or difficult to explain and understand, they
will not be meaningful.

Realistic Expectations
Almost everyone has been burned before on a technology investment. In these less-than-favorable economic conditions,
most organizations are hesitant or unwilling to make additional investments without the confidence of tangible returns.
Attempts to oversimplify the complexity or providing lip service to the risks of a proposal will destroy a company’s
credibility. The most crucial aspect of customer relationships is their assessment of a vendor’s commitment and ability to
make them successful.

Shorter Time-to-Value
A long wait for a return is not acceptable in today's market. A wise investment decision that delivers immediate cost savings
can make the difference between a profitable quarter and an unprofitable one. A vendor’s focus should be on creating
immediate returns for customers. Additional enhancements or improvements can be implemented along the way that will
foster customer satisfaction and loyalty. Benefits should not be held up waiting for your offering to be “perfect.”

Organizational Readiness
Many enterprise solutions require a high degree of organizational cooperation. Despite a product’s excellence, the
customer’s organization may be dysfunctional, impeding a successful implementation. Proactive involvement may be
necessary to see to it that a customer’s organization is able to use the product successfully and see its value early on. Failure
to do so restricts customer confidence and an ongoing relationship.

Filling the Pipeline
Most sales problems begin with an inadequate pipeline. The key is volume--new prospects should be cultivated proactively.
The likelihood of closing sales increases geometrically when the pipeline is continually fed. Without an adequate pipeline,
your sales team is likely to spend time spent focusing on poorly qualified opportunities.

 Industry Insights
                                                                                                        Rowland Fellows
                                    The Business Case for Open Source Software

Open Source Defined
The idea behind open source software is simple. When programmers can read, redistribute, and modify the source code for a
piece of software, the software evolves. People improve it, adapt it, and fix bugs. Open source software promotes rapid
evolution of source code. To be certified by the Open Source Initiative (a non-profit corporation), the software must be
distributed under a license that guarantees the right to read, redistribute, modify, and use the software freely.

Applications of Open Source Software
Open source software is extensively used for production systems and applications today. Much of the Internet is run on open
source software and many of the industry-standard communications protocols are open source. Examples of these systems
and technologies include the Linux operating system, the Apache web server, DNS, TCP/IP, sendmail, PERL, etc. Many
more open source solutions are becoming available all the time. Compared to the pace of conventional, proprietary software
development cycles, the speed at which open source developments occur seems amazing. Open source development has
resulted in a rapid evolutionary process that produces improved software compared to the traditional model.

Information Technology Costs
The financial benefits of open source can be astonishing. For example, an organization considering a major proprietary
software purchase or upgrade for $1,000,000 will typically pay another 18 percent of the license fees per year in maintenance
and another 15 percent per year in support costs. These add-on costs effectively double the cost of a software acquisition
over a three-year period. An equivalent open source solution can be 75 percent less expensive over the same time period.

                                Proprietary vs. Open Source--3-year cost of ownership


                $600,000                                                                             Software
                $400,000                                                                             Services


                                    Proprietary                       Open Source

Open Source Myths
There are several misconceptions on the part of many CIOs and technical managers regarding open source software. A few of
the common ones include:
        “Open source software is not secure.” In actuality, the open source model results in increased security. The code is
        in the public view and it is exposed to extreme scrutiny. Problems are identified and corrected quickly rather than
        kept secret until someone discovers them in a crisis.
        “Open source software is not reliable.” Open-source software is peer-reviewed. Under such public scrutiny, it tends
        to be more reliable than proprietary software. Business users will find that mature, open source products are far
        more reliable than their proprietary counterparts.
        “Open source software is poorly supported.” Developed and maintained in the public domain, there is typically a
        speedy resolution of problems and fast implementation of enhancements. Linux users in a business environment
        have found that the support they were able to receive is far more impressive than what they were used to with
        commercial software.

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