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Highlights & Summary
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Primary Strengths (as verified with my current and previous managers)
- Capacity to execute at a business and a technical level
- Business management skills (ROB, Consulting, Operational, Reporting, Strategy, etc.)
- Ability to instill confidence and trust in people
- Organizational skills (of information) and the ability to find and work with the right person, regardless of who and where in the company
- Employee development and team morale
- Technical skills required to understand what our products can do and being able to come up with solutions based on that platform
- Responsiveness to my customer (usually a sales employee in a subsidiary)
Management / Leadership Skills
- Employee Satisfaction: I constantly receive consistent positive manager feedback, have always had satisfied employees, and set/track clear goals and metrics for the team.
- Employee Careers: I have managed full-time employees for 5 years, assisting many to move into other roles, gain skills on the job and with formal training as needed, and hired a majority of the original DemosRUs team (an internal team name) into the Enterprise & Partner Group (EPG) within Microsoft.
- Emerging Leadership Program: In February 2005, I was nominated and am now part of a 2-year program at Microsoft to grow as a future leader in the company.
Organizational Skills
- Corporate: I have partnered with Product Managers and Directors in the different Windows Server System and Office System product groups on demos, product messaging, presentations, solutions, and budgets. I have also coordinated with other HQ teams (DPE, EPG, CMG) on cross-group initiatives.
- Field: I have coordinated Technical Sales Professionals (TSPs) to co-present at internal Microsoft events (MGB and Envision), which included presenting demos and gathering input on required/requested demos.
Presentation Skills
- 1:Many: I have presented to audiences of about 1000 at Microsoft sessions, such as MGB, MTB, and Envision on the latest field-ready enterprise-focused demos.
- 1:Few: I have presented enterprise-class solutions to CxOs and their direct reports at the Redmond Microsoft Technology Center (MTC) and at the Executive Briefing Center (EBC). I have also presented solutions a few times at customer sites.
Project Management Skills
- Budgets: I have managed million dollar budgets and secured hundred’s of thousands of dollars in cross funding from other teams within Microsoft.
- MSF: I initiated the process of using the Microsoft Services Framework as our methodology to manage the development of our demo “platform”, which consists of 14 virtual machines, and dozens of different Microsoft and partner products.
- MOF: I assisted in the process of using the Microsoft Operations Framework to manage the ongoing support and operations of our demo “platform”.
- Outsourcing: When necessary, I hire vendors for specific tasks, but have also written and posted Request for Proposals for much bigger projects to be outsourced and implemented the outsourcing process.
Technical Skills
- Microsoft Platform: I have a good and broad understanding of Microsoft’s entire platform, so I understand how the collaboration, communication, management, development, analysis, and integration can work together to create unique solutions and opportunities for customers.
- Demos: I was the technical lead for the architecture, development, and demo scenarios of enterprise-class solutions used by the Microsoft Technology Centers around the world. See http://channel9.msdn.com/ShowPost.aspx?PostID=38823 for a very brief overview of one portion of our current demo.
- Tools: I have managed and architected sales-related tools used by the world-wide sales communities.
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Work History
Microsoft
1994 – Present
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Regional Product Manager: Windows Live (October 2006 – present)
- Customers: support issues, escalation procedures
- Product: planning, feature roadmaps
- Distribution: specific partnerships, wide scale co-branding
- Quality: performance, QOS
- Business: forecasting, data analysis
- Lead the community
Business Manager: Windows Live (February 2006 – September 2006)
- Project manage the creation and initial rollout of a new organizational blueprint and operating guidelines for the sales and marketing employees in the field
Business Manager: World-Wide Microsoft Technology Center (MTC) (July 2004 - January 2006)
- Operational Data Gathering and Analysis – per MTC
- Metrics Gathering, Analysis, and Consulting based on the Analysis – per MTC
- Rhythm of the Business Calendar and Activity Planning (RoB)
- MTC Justification Guidance (why to start a new one)
- MTC Brand Governance
- MTC Launch Guidance (how to start a new one)
- MTC Operational Guidance (MTC Leadership)
- HQ and Business Group Connections with the local MTCs
- Managing the WW MTC Strategy & Support Team Budget
Group Program Manager: Redmond Microsoft Technology Center (MTC) (June 2002 - June 2004)
- Managerial: Managed full-time employees, with high satisfaction (WHI and LEI, in Microsoft-terms) scores, plus positive managerial feedback. Skills honed, learned, practiced, and shared with other managers within Microsoft include:
- Aligning team and individual goals to the organizational goals
- “Actively Listening” and providing appropriate positive and critical feedback
- Negotiating differences on the team and between teams
- Setting a clear vision for the team to follow and work towards
- Project Management: Implemented Microsoft Solution Framework (MSF) processes as the primary lead for the Contoso Demo used for the Envisioning Sessions and Strategy Briefings at the world-wide Microsoft Technology Centers.
- Customers: CxO-level presentations at the Redmond MTC to numerous Fortune-1000 type of customers. These presentations include:
- Demonstrations of enterprise-type solutions based on the Microsoft platform.
- Discussion of the customer’s opportunities and problems, and how Microsoft technologies can assist the solutions.
- Presentations: Presented to audiences of 1000 or more at Microsoft sessions, such as MGB, MTB, and Envision for the DemosRUs Extravaganza.
- Community: Pulled together the world-wide MTC employees to create a new community within Microsoft via newsletters, web site, distribution lists, events, and personal visits to the facilities.
- Training: Helped employees identify training needed and tracked the training employees took. Also created, coordinated, and ran Envisioning Session training for the employees in the MTCs in Asia.
Group Program Manager: DemosRUs (an internal team name) (January 2000 - May 2002)
- Managerial: Managed full-time employees, with high WHI and LEI scores. Kept the team’s morale high through multiple organizational changes.
- Customers: EBC presentations and an Office XP demo presentation at Weyerhaeuser’s headquarters, which I coordinated with the account team.
- Presentations: Presented to internal audiences of 1000 or more at Microsoft sessions, such as MGB, MTB, and Envision for the DemosRUs Demo Extravaganza. Also presented to a few customers at customers sites.
- Technology: Primary lead for a variety of GTM demos that the team created and delivered for the TSP field on the TAN DVDs and on OnlineDemos.net. Also created the first “demo platform” consisting of multiple virtual machines for the product groups to built different demos on top of, which saved the TSP community time and effort when learning new demos.
Lead Program Manager: DemosRUs (an internal team name)
- Managerial: Managed a team of full-time employees and contractors, with high OHI (manager feedback) scores.
- Presentations: Presented to internal audiences of 1000 or more at Microsoft sessions, such as MGB, MTB, and Envision for the DemosRUs Extravaganza.
- Project Management: Lead for a variety of Information Worker demos, including many of the demos for the launch of Office XP.
- Technology: Architected and contracted the development of the SPS Chameleon (SPS configuration) tool, which was very popular with the TSP and partner community.
Lead Program Manager: SalesKit
- Managerial: Managed a team of full-time employees and contractors, with high OHI (manager feedback) scores.
- Project Management: Lead for the SalesKit DVD, including PM, Development, Testing, and Release.
Technologist: ECU (Enterprise Customer Unit)
- Technology: Technical lead for ECUWeb, the internal website for world-wide ECU community.
- Projects: Special projects relating to how Microsoft support can “deal” with the Internet.
- Purpose: Liaison for new and upcoming technologies for the organization.
Support Engineer: CNS-PSS (Corporate Network Support, Product Support Services)
- Customer: Front-line support for OS/2 LAN Manager and all products that used the LanMan client bits, such as Windows for Workgroups, Windows NT 3.x, and the DOS LanMan technologies.
- Technology: Network Monitor specialist for SMB network traffic.
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Education
2005
2004
1994
1991 |
Six Sigma Green Belt Certification for services and transactional organizations – The Performance Management Group
Meeting the Leadership Challenge – University of British Columbia, Executive Programs
Microsoft Certified Systems Engineer (MCSE)
BA in Management Information Systems – Western Washington University |