Senior Consultant at Verizon Business
Washington D.C. Metro Area
Senior Consultant at Verizon Business
Washington D.C. Metro Area
Experienced professional and MBA with over 10 years of experience in marketing and competitive intelligence in the context of global telecommunications, IT and high tech. Demonstrated strengths include:
• Considerable experience with a variety of quantitative and qualitative analytical frameworks
• Advanced secondary research expertise, including recognized thought-leadership and innovation
• Interviewing and elicitation for strategic and tactical primary discovery from clients, partners and competitors
• Communicating strategic analysis and recommendations to senior decision-makers
• Global business experience including international travel and virtual collaboration
• Program and team management on tight budgets and aggressive delivery schedules
• Engaging and maintaining relationship with clients throughout project execution
• Telecommunications OSS, network supply chain and portfolio management
• Integration of technical and process changes to reduce costs, improve efficiencies or create new business opportunities
My expertise is in competitive intelligence, market intelligence, marketing strategy and competitive analysis. I have experience in each stage of the intelligence cycle from requirements definition, collection, analysis and finally to the delivery of the final product. I have developed a specific skills focus for Internet and Deep Web research as well as building primary intelligence networks to unlock the value of the knowledge held by a firm's sales force.
(Public Company; 10,001 or more employees; VZ; Telecommunications industry)
April 2007 — Present (1 year 6 months)
I support the federal sales force by providing strategic insight into federal agencies missions, technology transformation goals, budget and procurement practices. Specific activities include providing strategic analysis to senior sales executives and tactical positioning support to account teams.
(Privately Held; 51-200 employees; Market Research industry)
October 2004 — March 2007 (2 years 6 months)
My roles at EBR included program and project management to support government efforts to transform technologies and processes to support national defense priorities. Specific activities included the management of analytical and technical teams to deliver superior products to clients and process change management to integrate new technology and methods into client practices.
(Public Company; 10,001 or more employees; Telecommunications industry)
April 2003 — October 2004 (1 year 7 months)
Guided account teams to employ specific strategies and messages that enabled them to win business in competitive bid situations, including several blue chip accounts
Win/loss interviews with account teams and bid managers that helped identify weak points in the company’s offerings or operations and pushed those issues through resolution in a strategic action committee which brought together representatives from across the business
Managed three full-time consultants across a wide array of high-profile projects
Built and maintained a product, industry sector-specific expertise on global marketplace for ICT services
Assessed competitor’s financial health and likely merger and acquisition strategies based on financial reports, order pipeline and related intelligence to provide company executives insight into likely industry developments
Delivered a customized competitive and market intelligence sales training program in seven countries in just four month’s time
(Public Company; 10,001 or more employees; BT; Telecommunications industry)
April 2002 — April 2003 (1 year 1 month)
Initiated a network redesign effort by identifying a major supply issue and led inter-departmental team of 20 – 30 people resulting in a decrease in over 30% in bandwidth costs.
Reduced the sales cycle by 3 – 4 days by identifying and solving pre-sales process issues to improve customers’ perception of our ability to respond and save over $150,000 per year of previously wasted SG&A spending.
(Privately Held; 5001-10,000 employees; Telecommunications industry)
December 1997 — April 2002 (4 years 5 months)
(Public Company; 10,001 or more employees; Telecommunications industry)
February 1997 — December 1997 (11 months)
Competitive Intelligence, Market Intelligence, Marketing Strategy, Competitive Analysis, Strategic Intelligence, Secondary Research, Internet Exploitation, Primary Research, Intelligence Networks, Trade Show Intelligence, Employee Intelligence, Project Management, Personnel Management, Presentation, Writing, Delivering Actionable Intelligence
Society of Competitive Intelligence Professionals, Catalyst Award, 2007.