@  MHCOLLINS, LLC

1. Provided recruiting and staffing sourcing for 6 international mining locations located in Canada, the Western United States, Latin and South America, and the main engineering and business offices in Denver.  Positions sourced included, Engineering, Planning, Accounting, Senior Mine Management, Operations Management, Business Managers, Procurement, Safety, Operations, and Maintenance.  Averaged 7 placements a month across all sites (Domestic and international).

2. As Recruiting Manager (contract) for the Denver office of large EPCM company I established myself the key hiring managers as the point of contact for any issues.  I hired and mentored a new recruiter on the engineering disciplines, identifying what technology to seek and reviewing the candidates prior to submittal.  Immediately turned around an adversarial relationship to a cooperative one through establishing accountability and being active in staff planning  The number of critical vacancies for my areas were reduced to 0.

 @  NAVIGANT International

Worked with the legal / business development team to review business proposals and  model the financials.  Despite the positive pitch to each proposal the models illustrated many of the benefits were overstated or unrealistic.  Avoided  business several ventures that would be very costly.

@ IBM ISSC / Global Services

1. Developed defined Service Level Agreements (SLAs) and gained agreement  by the client providing direct accountability and improved relationship with the client.

2. Took initiative to generate formal outage reports which detailed every incident, its cause, the resolution, and corrective action taken to avoid future occurrence.   The client was impressed with the proactive accountability resulting in improved cooperation.

3. Conducting a complete inventory of hardware and software that we were contracted to support  revealed errors in initial accounting.   Corrections to contact resulted in a 25% increase of revenue for the hardware support section of the contract.

4. To correct problems in procurement  worked with the vendor, Public Service Accounting and my engineers to identify and correct the problem by instituting three way matching and approved vendors for my team to work with.  A $12k liability on the part of our contract was resolved. 

@ COVIA /Galileo International

1. Defined and directed the implementation of quality control procedures and coordination of client pre-release testing resulting in zero unacceptable defects in software products released to Travel Agencies world wide.     

2. Developed the local area network (LAN) design (physical and logical) and project managed the implementation and cutover of 1000 seat programmer facility.  Responsibilities included procurement of materials and services, design of changes to the physical facilities to accommodate the infrastructure.   Project was completed two months ahead of schedule saving over $100,000 of leasehold expenses.  Technology selected avoided  recabling the facility, at a estimated cost of $500K - &750k, as technology changed.

@ LanTech, Inc.

1. Designed and implemented a work order system for engineering service resulting in  improved accounting of engineering costs, and eliminated need to expand staff  - direct cost containment.

2. Expanded Project Management Service offerings as a billable component of project sales.

3. Documented business process flow identifying problem areas for determining customer credit worthiness, change management and returned material processes.  Reengineered business processes that resulted in improved control of retuned inventory,  accountability and authorization for project changes and reduced the number of slow /no pay customers.

@  DAOU Systems

Assumed management of 18 month old outsourcing contract with operations cost exceeding monthly revenue by $30K per month and possible legal actions for non=performance.  Within 60 days the team performance was up to contracted levels avoiding immediate legal action.   When attempts to renegotiate the engagement contract failed I initiated action to exercise an exit clause and dissolve the outsourcing engagement, This saved DAOU from loosing $30K per month for at least the next 18 months.

@ United Airlines: 

1. Enabled Marketing and Finance business analysts  to access decision-making data for rapid prototyping and ad hoc business analysis.  Improved competitive analysis of Travel Agency  commissioning and other marketing proposals

2. Developed a formal, automated project modeling process which objectively ranked all applications.  Eliminated allocating resources to unprofitable business initiatives

3. Designed and conducted an evaluation of the benefits of personal computing the corporate environment.  Demonstrated that investment in personal computing technology had a payback of less than 24 months.

4. Under direction of the Senior Vice Presidents of Systems Operations Control and  Communications and Computer Services, conducted an AGILE style development effort resulting in an operating specialty reservation system . The system was operational in less than two weeks and  enabled the airline to quickly bring pilots online and continue to safe operations during union work stoppage.