Christopher Tam

Privately Held; 10,001+ employees; Gambling & Casinos industry

August 2006 – October 2008 (2 years 3 months)

• Direct report to Vice President of Marketing (Flamingo and Harrah’s Las Vegas)
• Developed and implemented the Marketing program for Harrah's and Flamingo properties, including objectives, strategies, action plans, budgets, promotions, direct mail and internet marketing.
• Responsibilities included: competitive benchmarking, strategic partnership management, entertainment and dining venue strategy analysis and advertising creative approval.
• Managed the implementation of Internet marketing efforts, including email and website marketing and social marketing efforts on Facebook highlighting various property amenities such as shows, restaurants, and rooms.
• Devised and executed various direct mail offers and promotions for a wide range of customers, driving thousands of new customer signups to the company database and generating hotel and gaming revenue.
• Led the Harrah’s Entertainment “Great Gift Wrap Up,” a multi-million dollar year-long program encompassing the involvement of hundreds of employees in the most profitable, largest event in the 70-year history of the company. This included complete P&L responsibility, with oversight over marketing, finance, accounting, IT, and event operations for thousands of guests. Led the program to a 19% increase in revenue, 49% increase in profitability, and similar improvements in customer satisfaction and operational efficiency metrics over prior year.

Public Company; 1001-5000 employees; PALM; Consumer Electronics industry

July 2005 – September 2005 (3 months)

• Analyzed the impact of integrating VoIP technology into future product roadmap. Conducted market research on technology and competitor product feature sets. Developed future product recommendations based on analysis.
• Managed product marketing research process for handheld products. Conducted focus groups and designed market research questionnaires to assess user satisfaction on current products and presented results to department.

Public Company; 10,001+ employees; TWX; Entertainment industry

April 2005 – June 2005 (3 months)

• Reported to Vice President of International Advertising & Publicity for Warner Bros. Theatrical group. Performed a variety of projects in distributing marketing materials internationally and tracking performance.

Partnership; 1001-5000 employees; Management Consulting industry

August 2002 – August 2004 (2 years 1 month)

• Developed an Excel-based cost model for the multiyear, multi-million-dollar Transportation Worker Identification Credential project with the Department of Homeland Security capable of modeling various scenarios for budgetary projection purposes. Presented findings and analyses to senior decision-makers.
• Managed the implementation of a new personnel identification system for the United States Air Force. Responsible for program management duties, including the management of both a $2M budget and a 7-person implementation team. Developed and implemented strategies for easing the transition over to new technologies and processes, and identified thousands of dollars in cost savings for the project.

August 2001 – August 2002 (1 year 1 month)

• Developed survey instruments and led interview sessions to identify strengths and weaknesses in competitive and partnering strategy for BEA Systems. Performed competitive benchmarking, created survey tools and designed interview strategies to support recommendations.
• Performed competitive research and benchmarking analysis for Philip Morris’ viral-marketing based promotional strategies. Developed marketing strategy based on results of analysis and presented results to management.

Partnership; 10,001+ employees; Management Consulting industry

June 1998 – June 2001 (3 years 1 month)

• Led facilitation sessions to identify functional business requirements and a technology solution for DaimlerChrysler Financial’s portfolio servicing operations. Developed vendor analysis methodology and valuation tools to assess proposed solutions.
• Led project team due diligence research efforts on proposed portfolio servicing solution vendors for John Deere Credit. This effort included development of quantitative and qualitative measures as well as facilitation of review sessions. Analyzed data and presented results to senior company management.
• Worked as part of a 6-member team to conduct a synergy analysis which identified millions in cost savings for Delphi Automotive. Responsible for identifying and quantifying administrative and operational cost saving opportunities. Developed analyses that accounted for $1 million of proposed merger cost savings.
• Developed an Excel model that tracked over $5 million in annualized freight savings for Kmart Corporation.
• Developed an Access database tool that tracked hundreds of issues for the integration of Blue Cross Blue Shield of Michigan operations.

Educational Institution; 10,001+ employees; Higher Education industry

1996 – 1998 (2 years)