Kate Pynn

Kate Pynn

Managing Director, Consulting and Corporate Development

Washington D.C. Metro Area

Current
  • Managing Director, Consulting and Corporate Development at FlackVentures, Inc.
  • Consultant, Executive Leadership Circle at Executive Leadership Group, LLC
  • Founder at Wind Energy Forum
Past

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12 more...

Education
  • Antioch University McGregor
  • Washington College
  • Hunterdon Central High School
Recommended
Kate has 25 recommendations 25 people have recommended Kate
Connections
500+ connections
Industry
Management Consulting
Websites

Kate Pynn’s Summary

Current economic factors aside, this is an exciting time for small and medium businesses. Opportunities to strengthen and grow are numerous. It takes deep and conscious thought. I am currently the Managing Director for FlackVentures, an established consulting firm since 1996. My expertise is in guiding companies through that exercise and valuable experience. I’m looking for the perfect client: An individual or team with an appetite for innovation, a little irreverence, and lots of straight talk. Is this you?

FlackVentures, Inc. (FAV) is a minority owned small business services consultation firm offering innovative business results through best practices, business process engineering, and expert team management. We are a diverse and multifaceted team with practical techniques used to lead ideas and projects to successful conclusions.

FAV ‘s Associates have demonstrated expertise providing advice, assistance, guidance and/or counseling to support the mission oriented business functions of various organizations. FAV Associates have expertise in assessment, developing case studies, analysis and execution.

FAV consultation services include strategic planning; business and systems alignment; performance enhancement and measurement; leadership systems and training, evaluation and benchmarking systems.

Our Associates are carefully screened and selected for their expertise and business acumen. If additional personnel are required FAV will seek the best personnel and/or independent contractors. When using independent contractors, each individual must sign an agreement that stipulates they possess the necessary credentials and meet all legal requirements.

Are you searching for us? We are searching for you! No connection ever goes to waste. Call me and our search ends…

Kate Pynn’s Specialties:

Wind Energy Forum - http://www.linkedin.com/e/gis/104093/14ABC47486D3

Join other Wind Energy experts to discuss further advancement.
__________________________________

The Tides Group - http://www.linkedin.com/e/gis/90492/58A260155CC6

The Tides Group works together to maximize the potential of business leaders and employees by identifying themes that bring momentum and facilitate conscious mindfulness within organizations.

Kate Pynn’s Experience

  • Managing Director, Consulting and Corporate Development

    FlackVentures, Inc.

    (Privately Held; 1-10 employees; Management Consulting industry)

    March 2008 — Present (1 year 5 months)

    Responsible for leading a diverse consultative practice to produce rapid, targeted business results for our clients. FlackVentures provides clients with the tools, thoughts, and people power necessary for their success. FlackVentures is your trusted business resource for strategic advice and practical implementation. Our offerings include:

    * Business Development and Rainmaking
    * Capital Investment Services
    * Business Process Improvement
    * Marketing and Sales Consulting
    * Project and Program Management
    * Website Management and Development
    * Advanced Technology Consulting and Solutions
    * Government Consulting

    Our diverse team provides you with the ideas, tools, and people power necessary for success - locally, regionally, nationally, and internationally. We help you take good care of your business by meeting and exceeding your goals for today to surpass your expectations for tomorrow.

  • Consultant, Executive Leadership Circle

    Executive Leadership Group, LLC

    (Privately Held; 1-10 employees; Management Consulting industry)

    March 2008 — Present (1 year 5 months)

    As an ELC Consultant, I provide professional services as specified for each individual Project. These services will include, but not be limited to;

    * Assisting clients in the creation of a plan to take their product or service idea from Concept to Consumer

    * Acting as a member of the client's Management Team during the early stages of the client's Corporate Life Cycle

  • Founder

    Wind Energy Forum

    (Oil & Energy industry)

    January 2007 — Present (2 years 7 months)

    As founder, I have watched the Wind Energy Forum intensely grow with members who bring expertise, inventions, advocacy, and action. I have been deeply interested, invested, and supported projects in alternative energies for over 20 years. I believe wind is Earth’s Energy which may seem too spiritual to our hard core engineer members but if you have ever been sailing, you will immediately know what I mean.

    The Wind Energy Forum's mission is to provide a venue to discuss the technologies, understand the energy itself so we can be vocal advocates, and find ways we can work together to bring this powerful source of energy into mainstream. Our vision is to inspire each other, be able to support and even invest in our various wind technologies, and use our skill sets to assist each other in this high growth industry.

  • Director, Strategic Project Office

    RelianceNet

    (Privately Held; 11-50 employees; Information Technology and Services industry)

    September 2007 — March 2008 (7 months)

    Responsible for developing and providing strategic services that align IT performance and organizational development with enterprise business goals. I also provided expertise and leadership to mature the Strategic Project Office practice.

    Accomplishments included:

    * Completed an IT skills and capability discovery project for a large Association which lead to additional Strategic Advisory and Coaching services.

    * Successfully designed and developed a Project Management Office (PMO) framework, methodology, and associated Project Library of templates and forms for a large Association's IT organization with Agile/Scrum and ITIL considerations.

    * Researched and designed a cost-effiective and user-friendly CRM procurement and implementation plan for a SMB integrating existing and new systems.

  • Business Advisor and "The Tides" Co-Founder

    FlackVentures, Inc.

    (Privately Held; 1-10 employees; Management Consulting industry)

    February 2000 — March 2008 (8 years 2 months)

    My main role was to provide strategic and tactical coaching to the Founder and CEO of FlackVentures.

    Additionally, I provided process and system advice to FVI Leadership and consultants. Assisted in developing leads, markets, and internal processes.

    Accomplishments included:

    * Co-founding and developing The Tides. The Tides is a consortium of consultants who design and develop programs for creating, assessing, and reformulating corporate values, goals and solutions.

    * Finding and advising the Tidal Consultants. They provided facilitated discussion and round table forums, proven change methods, and thought-provoking programming to be used by leading edge executives to successfully navigate through organizational change.

  • Business Process Engineer - ITIL Process Manager

    VeriCenter, Inc (now Sungard Availability Services)

    (Privately Held; 201-500 employees; Information Technology and Services industry)

    October 2006 — September 2007 (1 year)

    Promoted to design and program manage the adoption and adaptation of ITIL v.2 in VC's production environment. We didn’t have an overall, cohesive organizational process so this was a major undertaking as well as a cultural change.

    I adapted ITIL’s service support disciplines to our organization and assisted the software developers in integration of the process our integrated ITSM tool (Remedy 7).

    Mapped the existing procedures and checklists to the process and updated as required for immediate use and continuous improvement. I also gapped the missing essential documentation and worked with our technical writer to complete them. I designed a document library (in SharePoint) and ensured that a document change management procedure was in place.

    The tool was successfully released on time with the corresponding process workflows. I conducted train-the-trainer sessions with the team leads so they could continue to train their teams on the standard.

  • Manager - Product and Process Management

    VeriCenter, Inc.

    (Privately Held; 201-500 employees; Information Technology and Services industry)

    June 2005 — October 2006 (1 year 5 months)

    When I was hired, the company did not have a Product Management department with established processes, procedures or metrics. I assisted the PM Director in defining and building the team, designed and developed product release templates, and smoothed the political environment so the team could take ownership of strategy and direction of the product portfolio.

    I assisted in hiring a team of product managers, developed a rapid productization process for products needing modification, and was a main contributor to the monthly sales forums. I also created a dynamic newsletter to communicate new releases and product updates.

  • Vice President and Principle Consultant

    The Communicators, Inc.

    (Privately Held; 1-10 employees; Management Consulting industry)

    January 2004 — June 2005 (1 year 6 months)

    Hired to reinvent and energize the business model, develop various markets, and find efficiencies through implementing a complimentary grouping of technologies to support TC and our clients. This included new offerings such as technology infrastructure, web site, and team development consultation.

    Accomplishments included:

    * Designed and managed a tech overhaul for a 501(c)(3) to include hiring a tech director, assessing and designing a CRM database for over 20K contacts, and managing the automation and integration of 3rd party tools.

    * Designed a Web Concierge Service for SMBs to include lifecycle planning and consultation, 3rd party development management, strategic marketing management, marketing tactics, and results management.

    * Designed and managed a multi-faceted lead management and marketing strategy for a national professional association. This included implementing a CRM solution and writing/managing mailing campaigns and membership follow-up activities.

  • Director - Global Marketing and Sales Operations

    Thomson Prometric

    (Public Company; 10,001 or more employees; Information Services industry)

    July 2002 — December 2003 (1 year 6 months)

    When I was hired, the company did not truly have a sales “team” with any established processes, procedures or metrics. I was hired to create a sales support organization responsible for developing, implementing and measuring processes and procedures for the sales team.

    One of my challenges was to acquire and implement a Siebel CRM system. A significant benefit of the improved data collection and reporting process was improved visibility into and understanding of our markets, clients, and products. The result of these efforts was a 100% increase in annual sales – from approximately $12 million to over $25 million.

    In support of the increase of sales, I was tasked with developing an integrated lead generation and sales process. In one year, the sales cycle declined from an average of 18 months to 6 months and the close rate for new sales had doubled. The overall result of these efforts was a complete turn-around form losing market share to gaining significant market share.

  • Process Manager - Product Management

    Digex, Inc (now Verizon Business Services)

    (Public Company; 201-500 employees; Information Technology and Services industry)

    October 2001 — July 2002 (10 months)

    I developed the internal new product development and introduction process for all outward-facing products. I modified Dr. Robert Cooper’s phase-gate system that included Discovery, Scope, Business Case, Design, Development, Quality Assurance, Pre-Release, and Release activities.

    The deliverables for the NPI Process and established practical and constant guidelines for deliverables was essential for the Product and Engineering Team. Simplicity was important to accomplish the goal to deliver products on time and to cost and performance standards. I successfully delivered 40+ templates for the lifecycle. I was also responsible for the on-going maintenance of the methodology, deliverables and process for Product Management and Engineering.

    The rollout of the NPI Process throughout the business was essential. I trained over 500 employees in all areas of the lifecycle resources from finance to sales to operations to client services and all in between.

  • Product Development Manager, OSS

    USinternetworking, Inc. (now AT&T)

    (Public Company; 201-500 employees; USIX; Information Technology and Services industry)

    September 2000 — June 2001 (10 months)

    Management requested that I take the challenge of a large re-do of USi’s infrastructure and processes. I was responsible for creating and releasing the business and product development strategy for an Operation Support System in the following products:

    * USiOasis, the operational support system, which collects information from many sources to help technical teams make intelligent decisions quickly. Engineers can drill down on any device to assess its health, view its history, and monitor current events.
    * USiView, the client-facing portal in USiOasis, which lets the client check their systems at a glance, including status of cases and change requests, backups, server resource utilization, and application-specific monitors and reports.

    I was ultimately responsible for the $.5M Departmental Budget for development and release activities. I reduced operational overhead costs by $3.7M via contract negotiations and $10.2M via product substitution and contract renewals in 6 months.

  • Manager - ECommerce Client Care

    USinternetworking, Inc.

    (Public Company; 201-500 employees; USIX; Information Technology and Services industry)

    May 2000 — September 2000 (5 months)

    I was promoted to hire, manage, and provide mentorship to 18 Client Care and Technical Support professionals for 47 eCommerce clients. This department grew as fast as the eCom and ASP markets thus quick decision-making and strong departmental processes and procedures were developed to support the rapid growth. I identified, analyzed and resolved support deficiencies, then developed and directed corrective action.

    At USi, I added ISO compliance and internal auditing to my quality initiative tool bag. By previously implementing control methods and documentation requirements via CMM standards, passing our ISO audits was a much easier process.

    Responsible for developing, gathering, and reporting satisfaction and operations metrics to the Vice President of Client Services and the Senior Vice President of Operations. Prepared and gave presentations to executive management regarding the progress and problems of support services during Root Cause Corrective Action meetings.

  • Senior Account Manager, eCommerce Client Care

    USinternetworking, Inc.

    (Public Company; 201-500 employees; USIX; Information Technology and Services industry)

    August 1999 — May 2000 (10 months)

    Joined a growing team of professional Client Care managers who were featured in The Nordstrom Way with USi’s philosophy - put the client number one and ask every day what our customers would most desire. I was responsible for supporting client and vendor relationships within e-business, B2B and B2C solutions, portal solutions, and legacy solutions for clients' custom application requirements.

    I managed the delivery of and supported complex, enterprise applications, enabling clients to focus their IT and management resources on their own core business. Provided focused communication, planning, and attention to clients during the development and growth life cycle.

    In order to build the client’s solution with our services, I leveraged expert knowledge of client’s server configuration to recommend improvements to the performance of the web solution. Ensured timely and effective completion of upgrades/changes to server configuration and provided standardized communication.

  • Manager - Implementation Project Management

    Digex

    (Public Company; 201-500 employees; DIGX; Internet industry)

    May 1998 — August 1999 (1 year 4 months)

    The VP of Client Services hired me to define and build a technically savvy PMO, develop the processes, procedures, and templates, and manage the internal relationships to enable the PMO to own the client relationship and prioritize builds as necessary.

    I hired a team of 18 Senior PMs, technical engineers, QA engineers and project coordinators who were responsible for directing build teams during large-scale complex web-hosting projects.

    The team increased on-time delivery from 29% to 99% within 6 months. This was made possible due to my efforts in creating standards and processes, creating a SOP play book, training and mentoring the project managers, improved reporting, designing an on-line tracking system, and facilitating interdepartmental communication.

    I was responsible for high client satisfaction results during the implementation and the burn-in time. The Implementation team increased customer retention from 95% to 98% in three months after .

  • Senior Technical Architect, Project Manager

    General Electric Information Services

    (Public Company; 10,001 or more employees; GE; Information Technology and Services industry)

    May 1997 — May 1998 (1 year 1 month)

    Managed EDI-enabled product releases that conducted business-to-business eCommerce. Due to government requirements on my product, it was a priority to ensure my projects and customer interactions were CMM level 3 compliant from a project level and assist SQA in ensuring that our direct management hierarchy was maintaining level 4. The main CMM disciplines I concentrated on were: Requirements Management, Risk Management, Project Monitoring and Control, Project Planning, Configuration Management, and Software Quality Assurance.

    I also complemented my CMM training and experience with becoming a Six Sigma Green Belt and PMP Certified.

    I enjoyed facilitating and participating in JAD and JAR sessions with cross-functional teams. To achieve success with these sessions, I wrote procedures, processes, guidelines, and project schedules and plans for the Team to adhere to while facilitating communications at all levels of the project, organization and corporation.

  • Founder, Owner, and Principle Consultant

    The Master Keys

    (Privately Held; 1-10 employees; Management Consulting industry)

    June 1994 — May 1997 (3 years)

    We supported clients in three areas - Technology, Information, and People Strategies. Our service ranged from supporting PC/LAN environments to compiling marketing reports to developing team training services.

    I successfully automated offices unfamiliar with personal computers and trained employees in software packages while becoming familiar with Desktop Publishing and Web design. I also designed marketing campaigns utilizing various traditional methods.

    We delivered professional market analysis reports and strategic marketing plans. Our largest client - a national RV reseller - received a complete market analysis on retired people and their travel habits within 2 weeks of request which they immediately used for an advertising campaign.

    Our "people strategies" were inspired by a program called Team Spirit which I am certified in delivering. We created training courses and facilitated employees in strategic business skills such as team building, time mgt, and meeting mgt.

  • Director - MIS

    Cincinnati Arts Association

    (Non-Profit; 11-50 employees; Non-Profit Organization Management industry)

    September 1995 — March 1997 (1 year 7 months)

    The Aronoff Center was the newest performing arts center in the nation at the time. Everything was state-of-the-art including the technology. I was brought in, through The Master Keys, for a 1-month contract to hire the Tech Team and provide PM and leadership for the organization's IT purchasing and installation. I was hired on fulltime after that month.

    I hired and provided leadership to a team of 4, consisting of Novell NetWare admins and QA engineers. We managed the installation and support of hardware, software, and network peripherals. I also managed the strategic advancement of IT and the Center's infrastructure. To support these efforts, I developed and implemented plans to integrate various systems and motivate CAA staff to become automated.

    From a leadership perspective, I assessed, selected and purchased the hardware, software and peripherals, designed integrated/relational databases and provided technical support for financial reporting and record management.

  • Account Manager: Sales Finance- Credit Accounting

    Procter and Gamble

    (Public Company; 10,001 or more employees; PG; Logistics and Supply Chain industry)

    November 1991 — April 1994 (2 years 6 months)

    I was the Account Manager of 7 major East National and 8 National Chain Drug accounts. To improve efficiency, I was given approval to develop an office-wide cost/time saving, macro-generated, deduction analysis DB. This system enabled an 18% improvement to deciphering and closing incoming claims.

    I became the leader in resolving bankrupt account issues and audit processes. I was the team advisor for Violations of Terms of Sale and Unsalable Issues and became a member of the Communications Team and Sales/Customer Alliance Team.

    I edited the P&G Claims Policy and Expectations for Contract Carriers and researched and developed a working knowledge of transportation laws, rules, and regulations in addition to EDI processes. In part, I became a member of the Distribution Management Team. I assisted in the development of policy and process surrounding inventory management, distribution management, supply chain management, and EDI technical advances at P&G.

Kate Pynn’s Education

  • Antioch University McGregor

    MA , Business Management , 1993 — 1995

    Activities and Societies:
    Concentration in Team and Organizational Development and Management

  • Washington College

    BA , English, Philosophy , 1987 — 1991

    Activities and Societies:
    Study concentration in Business Ethics
    Zeta Tau Alpha, Officer - Historian

  • Hunterdon Central High School

    1983 — 1987

Additional Information

Kate Pynn’s Websites:

Kate Pynn’s Interests:

• Anne Arundel Women Giving Together (AAWGT) • Team Spirit and Noble Purpose • A Children's Museum in Every Town • Audubon Society • National Wildlife Federation • The Art Endowment

Kate Pynn’s Groups:

• Chesapeake Regional Tech Council (CRTC)
• American Society of Association Executives (ASAE)
• National Association for Female Executives (NAFE)
• The American Small Business Coalition (ASBC)
• Association of International Product Marketing & Management (AIPMM)
• The Association of Business Process Management Professionals (ABPMP)
• Organization Development Professionals Network (ODPN)
• The Association for Project Management (APM)
• IT Service Management Forum USA
• Washington Technology Industry Association
• International Society for Technology in Education (ISTE)
• Maryland Grape Growers Association (MGGA)
• World Green Business Association
• Certification Network Group (CNG)
• American Association of University Women

  •    AIPMM
  •    The American Small Business Coalition
  •    Certification Network Group
  •    Business Architects Association
  •    P&G Alumni Network Association
  •    Six Sigma Network Group
  •    National Association for Female Executives (NAFE)
  •    Project Management Link
  •    The RFP Database
  •    DIGEX Alumni
  •    Winefellow
  •    DC Web Women
  •    Greater Baltimore Technology Council (GBTC)
  •    Energy Priorities "Thought Leaders"
  •    Linked Group Moderators
  •    IT Infrastructure Library (ITIL)
  •    World Green Business Association
  •    General Electric Alumni
  •    LIPW
  •    IT Service Management Forum
  •    ASAE & The Center for Association Leadership
  •    Green Vines Networking Group
  •    Linked 2 Leadership
  •    Zeta Tau Alpha Alumni
  •    Graduate Management Program at Antioch University McGregor
  •    Women For Hire
  •    WINE - Wine Industry Networking Executives
  •    The Tides Group
  •    Washington College Alumni Group
  •    Bird Watching Group
  •    Knights of the Round Table
  •    Dart Enthusiasts
  •    Wine2.0
  •    GE Information Services Alumni
  •    Wind Energy Forum
  •    Baltimore-Annapolis Professionals
  •    USI
  •    Sports Philanthropy
  •    "Koala-T" Project Management Professional
  •    Philanthropic Academy
  •    CRTC
  •    FEDERAL BIZ Network - Government Stimulus Teaming Jobs PMI Consulting Funding Sales Opportunities
  •    Pickens Plan Supporters
  •    ABPMP Global - Association BPM Professionals (Official Group)
  •    Spend Management Center of Excellence
  •    Hunterdon Central Alumni
  •    Marylanders for Better Beer & Wine Laws
  •    Job Openings for U.S IT Professionals

Kate Pynn’s Honors:

• Anne Arundel Women Giving Together Marketing Committee Member
• Robert A. Pascal Youth and Family Services Board Member

Kate Pynn’s Contact Settings

Interested In:

  • consulting offers
  • new ventures
  • job inquiries
  • expertise requests
  • business deals
  • reference requests
  • getting back in touch

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