Jim Fell

Current

• Principal at ENCOMPASS Strategy + Development (Sole Proprietorship)

Past

• Vice President, Tax Systems at MetLife
• Senior Manager at Ernst & Young LLP
• Manager at Computer Language Research

• Director at Price Waterhouse LLP
• Financial Analyst at Colt Industries, Inc.
• Management Analyst at ASU Institutional Studies & Planning
• Operations Associate at London Insurance Group
• Production Associate at Midwest Rubber & Supply Company
• Assistant Manager at National Shirt Shops
• Sales Associate at Thom McAnn

see less...

7 more...

Education

• Arizona State University
• Arizona State University

Recommended

8 people have recommended Jim

Connections

138 connections

Industry

Management Consulting

Websites

• My Company
• All You Need Is A Good Idea...

Jim Fell’s Summary

ENCOMPASS Strategy + Development improves personal and organizational results by providing managerial, strategic, developmental and operational consulting for medium and small organizations in the New York City metropolitan area. Facilitate strategic planning and implementation, change management, personal development and performance improvement services from analysis through design and implementation to feedback and assessment through dedicated or mixed-group facilitation and one-on-one coaching, stakeholder interviews, industry surveys, benchmarking, and process studies.

Jim Fell’s Specialties:

Strategic thinking, Business planning, Leadership, Change management, Quality, Process improvement, Performance improvement, Executive leadership, Management, Sales, Customer service, Supervision, Time management, Team building, Coaching, Closely-held companies, Family-owned businesses, Small companies, Middle-market companies, New York City metropolitan area business, Non-profit organizations, all industries.

Jim Fell’s Experience

• Principal

  ENCOMPASS Strategy + Development (Sole Proprietorship)

  (Sole Proprietorship; Myself Only; Management Consulting industry)

  March 2002 — Present (7 years 5 months)

  I work with entrepreneurs, owners, executives and managers—individually or in groups—to help them achieve improved results. This can involve organizational or individual development. My work goes from assessment of need and goal setting to operational assistance, as desired.

• Vice President, Tax Systems

  MetLife

  (Public Company; 10,001 or more employees; MET; Insurance industry)

  March 1999 — April 2002 (3 years 2 months)

  Executive position created to help manage the transition from mutual ownership to being a public company, including cultural change management, performance management, financial systems integration, business-unit vision and mission development, and staff/management development.

• Senior Manager

  Ernst & Young LLP

  (Partnership; 10,001 or more employees; Management Consulting industry)

  July 1997 — February 1999 (1 year 8 months)

  Marketing and engagement management for re-engineering projects addressing all functions of domestic and international corporate taxation.
  * Managed tax re-engineering projects and implemented change-management initiatives for Fortune-1,000 clients
  * Presented service-value proposition to internal and external audiences to market tax performance consulting services to large companies, negotiated scope, and wrote proposals for client engagements
  * Led process mapping, visioning, and brainstorming sessions to document future-state tax function innovations
  * Supervised and trained staff and managers in National Office virtual practice
  * Designed and directed development of practice tools including statistically-based tax function benchmarking product
  * Created knowledge objects to disseminate results of projects and assist in selling services internally and externally

• Manager

  Computer Language Research

  (Public Company; 1001-5000 employees; CLR; Computer Software industry)

  December 1995 — June 1997 (1 year 7 months)

  Day to day operational management and process engineering to achieve "best of the best" integration between customer support groups and call centers of FastTax and acquired division of PW.
  * Attained lowest first-year staff turnover rate of any acquired department
  * Supervised and trained up to 12 full- and part-time support staff and 4 product testers in 4 locations
  * Motivated and developed staff with creative supplementary job assignments and projects
  * Maintained 70-75% direct call pick-up rate on 20,000 annual calls
  * Provided significant input for application development and led team of QA, product, and forms development managers to assure quality and consistency of 3 major releases for acquired product line

• Director

  Price Waterhouse LLP

  (Partnership; 10,001 or more employees; Information Technology and Services industry)

  October 1986 — December 1995 (9 years 3 months)

  Managed $1.5MM call center responding to 30,000 calls with 12 permanent and 20 seasonal staff from regional offices
  * Reduced staff turnover and improved service quality
  * Improved responsiveness and reduced operating costs
  * Trained technical support staff
  * Promoted to Director in 1995
  
  Led 9-month, $2.3MM out-sourcing project in LA, with 20 employees in 5 US locations, reporting to partner in San Francisco
  * Negotiated deliverables and due dates, and obtained favorable staffing arrangements
  * Assured engagement profitability
  
  Managed 10-15 relationships for Northeast Fortune-500 companies, and special projects pertaining to Corporate Tax and International Assignment Management Systems
  * Worked with systems and financial departments to achieve design, implementation, and process improvements for increased quality, timeliness, and reduced cost
  * Creative at improving processes and functionality to meet business needs
  * Promoted from Consultant to Manager in 1989

• Financial Analyst

  Colt Industries, Inc.

  (Public Company; 10,001 or more employees; GR, COT; Machinery industry)

  February 1983 — October 1986 (3 years 9 months)

  Responsible for international tax compliance and planning computations. Analyzed tax and business positions for special projects for this Fortune 200 company.
  * Computed US Foreign-Source Income, Foreign Tax Credit, Earnings & Profits and prepared related filings
  * Prepared and reviewed tax returns for foreign subsidiaries in 15 countries
  * Developed PC-based database system to prepare annual GAAP accounting for income tax reporting, footnote support, and tax return schedules

• Management Analyst

  ASU Institutional Studies & Planning

  (Educational Institution; 1001-5000 employees; Higher Education industry)

  June 1977 — June 1982 (5 years 1 month)

  Analyzed and reported all phases of university operations and academic programs using statistical techniques and database programming tools for 40,000-student, 10-college university with 2,500 staff.
  * Assessed capital and operating budgets; faculty compensation; early retirement options; and educational effectiveness, grade parity, student admission policies, and retention effectiveness
  * Developed management reporting systems for academic and administrative users, Board of Regents, and state legislature

• Operations Associate

  London Insurance Group

  (Privately Held; 11-50 employees; Insurance industry)

  September 1976 — May 1977 (9 months)

  Performed bookkeeping and analytical functions for insurance holding company as it integrated an acquisition, supporting goal of reducing 200 back-office staff to 4 permanent positions in acquired company while improving claims processing responsiveness.

• Production Associate

  Midwest Rubber & Supply Company

  (Privately Held; 11-50 employees; Plastics industry)

  September 1974 — August 1976 (2 years)

  Performed varied production processes to manufacture custom industrial conveyor belts and drive belts (e.g., for construction, manufacturing, mining, electrical generation, machine tool, and food processing applications), gaskets and seals (e.g., for machinery, hydroelectric dams, construction), hydrolic and pressure hoses and fittings.

• Assistant Manager

  National Shirt Shops

  (Privately Held; 1001-5000 employees; Apparel & Fashion industry)

  March 1974 — August 1974 (6 months)

  Retail sales and customer service. Supervise staff and perform financial reporting. Eliminated longstanding employee theft problem (which included the store manager). District Manager offered store manager position at troubled downtown location that was also plagued by customer and employee theft.

• Sales Associate

  Thom McAnn

  (Public Company; 1001-5000 employees; CVS; Apparel & Fashion industry)

  September 1971 — August 1973 (2 years)

  Excelled at customer service, regularly outselling all full- and part-time staff. Offered management training program by Regional Vice President.

Jim Fell’s Education

• Arizona State University

  1976 — 1980

• Arizona State University

  BSBA , Finance , June 1976 — June 1980

  * Extra course work in real estate, insurance, business law, humanities and communications.
  * Tutored economics, accounting, statistics, finance and management.
  * Team leader for highly competitive finance cases class, developing team members to contribute to their maximum potential.
  * Team leader for capstone management cases class, sought by competing teams for advice on how to prepare and present their positions.

  Activities and Societies:

  Investments Club (Vice President),
  Finance Club (Treasurer)

Additional Information

Jim Fell’s Websites:

• My Company
• All You Need Is A Good Idea...

Jim Fell’s Interests:

photography, ballet/modern dance, jazz/modern jazz, walking/hiking, art, culture, literature, science, astronomy, physics, business management, organizational strategy, customer service, leadership development, performance excelence, quality.

Jim Fell’s Groups:

Network Affiliate of Resource Associates Corp. (RAC),
Chapter leadership team Business Networking International (BNI).

•    Price Waterhouse Tax Technology Group Alumni
•    Ernst & Young Alumni
•    Ernst & Young
•    Price Waterhouse Alumni

Jim Fell’s Honors:

SELECTED PUBLICATIONS, SEMINARS, SPEECHES AND WORKSHOPS:

The Performance Excellence Model (presentation). Biba4Network: New York, New York, July 2004. BNI: New York, New York, August 2004.

Marketing From Your Customer’s Point of View (speech). Jamaica Business Resource Center: Jamaica, New York, October 2003.

Seven Essential Arts for Achievement (speech). Queens Best Toastmasters: Elmhurst, New York, June 2003.

Defining and Implementing a Vision for Corporate Tax Automation (seminar). Association for Computers in Taxation Winter Conference: Scottsdale, Arizona, February, 1999.

Improving Corporate Tax Department Performance Through Benchmarking (seminar). Association for Computers in Taxation Summer Conference: Seattle, Washington, June, 1998.

Comparing Tax Department Benchmarking Surveys. ACT Journal; Warwick, NY; Spring, 1998.

A Database Design Process for Optimal Reporting Integration (seminar). TMS Users Conference: Various locations, 1993 – 1996.

Jim Fell’s Contact Settings

Interested In:

• consulting offers
• expertise requests
• business deals
• reference requests
• getting back in touch