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Wed, 21 Mar 2018 16:06:41 +0000
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Mon, 19 Mar 2018 17:49:42 +0000
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To prevent collisions in space, nations with advanced orbital monitoring abilities need to share data with each other. Russia, being skilled in space situational awareness (SSA), should be part of the global effort to protect the space environment, experts said March 15 at the Satellite 2018 conference here.
Fri, 16 Mar 2018 13:48:13 +0000
In its budget proposal for the coming year, the U.S. Air Force is trying to send the same message to foreign adversaries and critics at home: the service definitely is not underestimating threats the United States and its allies face in space.
Thu, 15 Mar 2018 23:57:04 +0000
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Thu, 15 Mar 2018 20:17:02 +0000
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Thu, 15 Mar 2018 17:18:23 +0000
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  • CV: Global Business Development and Operations Executive

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    Personal information
    Contact information
    Candidate Profile
     Date Submitted:20-02-2013
     Last Modified:20-02-2013 (07:20)
    Job information
     Current job:Global Business Development and Operations Executive
     Employment Term:Permanent
     Job location:Own country
     Date available:immediately
     Industry:Satellite Manufacturers and Subcontractors, Satellite Operators, ,
     KeywordsBusiness Development, Defense and Intelligence, MOD,



    Accomplished Global Business Development, Operations, and Customer Relations executive with more than 20 years of experience using exceptional communication and leadership skills to build and maintain positive customer relations with existing and new customer base.  Visionary Leader skilled in repositioning assets for profitable growth through alternate uses and foreign markets.   Keen ability to work with Defense, Military, and International customers to understand business problems and develop effective technical and operational solutions.  Extensive International Experience, Capture Management and Planning, Return on Investment Analysis and Development and Funding of new Large Scale Programs and Projects.  R&D-Concept-To-Execution Driver with a focus on combining Tactical and Strategic development of Markets and Programs to improve short and long term P&L.  Solid experience in budgeting, planning, implementing, and executing complex Aerospace solutions and communicating the value of those business strategies to C-Level, and Top Ranking Customers and internal teams. Ability to quickly pick up languages and cultural cues and familiar with CONUS, Asian, Middle East, European, Indian and South American business practices. TS/SCI Clearance.






    ·  New Business Development and Pursuit

    ·  Complex Aerospace Systems and Solutions Development and Funding

    ·  Order Forecasting and Management

    ·  Expert Builder of Customer Rapport

    ·  ROI Analysis and Strategy

    ·  Proposal / Contract Management and Budgeting

    ·  Marketing Management Planning (MMP) and Go-To-Market Strategy Development

    ·  Strong presentation and Communications Skills

    ·  US and Foreign Gov't (EMEA) Experience

    ·  Product Focused R&D

    ·  Account Expansion Expert with over 200 customers in 63 countries

    ·  Strategic International Business Development

    ·  Sales and Marketing

    ·  Alternate Use Product Development

    ·  Large Project Oversight

    ·  Aerospace Product Design and Development

    ·  ITAR  / EAR Compliance

    ·  CMAP Expert





    §  Developed and Led Global Program and Operations for new line of satellite services supporting over 200 customers globally growing accounts from $30M to $78M per year (DigitalGlobe Inc.)

    §  Led Technical / Operational M&A team for AT&T in acquisition of TCI (TCI/AT&T Broadband)

    §  More than doubled customer satisfaction, while reducing costs of a global service delivery team (GHX)

    §  Founder and Managing Partner of BTT Solutions Inc. Specializing in Technical / Operational Consulting to Government and Telecommunications Industries (2001-2007)

    §  Built successful new technical consulting business unit resulting in $22M first year revenue  (Nortel Networks)

    §  Developed and Established successful new revenue streams for a SaaS Company (GHX)







    DIGITALGLOBE INC. - LONGMONT, CO ………………………………………… 2008 – 2012

    A global satellite imagery company providing imagery and analysis to corporate, government and private industries. $600M Annual Revenue



    DirectReports: 13 – (Foreign Account Management, USG Special Projects Design and Management, Satellite Ground System HW/SW Engineering, Business Intelligence, Global Customer Care).  Total Span of Control:  67, geographically dispersed; Budget: $8.5M


    Led global Ground System Design, Operations, Account / Project Management, Tiered Support and Customer Care teams focused on delivery of satellite access time to Domestic and International defense and intelligence customers (DAP Program). I was recruited into the corporation to develop technical design, support and operational teams and strategy to support over 200 customers located globally.  Designed and turned up 8 Direct Access Satellite Customers globally, including dish/ground systems, product processors, collection planning systems, and secured network and OGC web delivery platform solutions.  Managed ITAR issues associated with contracts as well as import/export regulations.



    §  Deployed first remote ground station in Tokyo for commercial access to orbital assets, and reduced initial operational incident rates from nearly 30% to less than 1% in six months

    §  Turned up 24/7/365 Technical and Operational Support team to support International DAP customer base

    §  Increased Sales of International DAP program by 50% over 4 years

    §  Led team that Developed and Architected Web Enabled OGC compliant WMS/Google platform solution for USG resulting in $40M/yr in annual revenue (RDOG – Rapid Dissemination Of Geo-intelligence)

    §  Customers in: South East Asia, Middle East, North Africa, India, Australia, Europe and US

    §  Developed Technology Mentoring program to expose engineers/developers to various aspects of the Satellite Imagery Business to foster growth and understanding and develop new intellectual capital.



    GHX - LOUISVILLE, CO ……………………………… 2007 – 2008

    A global Technology company streamlining supply chain workflows & management and providing software as a service. $1B Annual Revenue



    Direct Reports: 8 – (Customer Care, Account Management, Tier 1&2 Technical Support, Systems Engineering, Business Intelligence, Operations)

    Total Span of Control: 52; Budget: $7M


    Recruited to lead the design and build of a Global service delivery, customer care and operations management team to address unprecedented growth in the company’s history.  Turned around the “cost center” model of the operational support team by creating subscription-based tiered support model, designing automated / mechanized self-service web platforms for customers, and transforming the cost center into a new revenue stream for the company.  Successfully restructured the technical operations in 9 months resulting in:


    §  Reduced transaction failure rates by 70% through web-enabled automation and mechanization solution

    §  Increased Customer Satisfaction (NPS improvement by 40%) and customer renewal rate by 15% YOY

    §  Designed and Architected HIPPA compliant network architecture to serve secured customer networks

    §  Led the team from less than 3% to over 55% first contact resolution on customer impacting incidents

    §  Partnered with key suppliers to streamline operations and automate/mechanize workflows



    BTT SOLUTIONS INC.  – BOULDER/DENVER, CO ……………………………………… 2001 – 2007

    A privately held consulting firm specializing in Organizational Development and Operational Effectiveness to government and technology-based industries. $4M Annual Revenue



    Direct Reports: 26 – (All management, SME and Sys/Dev, Engineering Consultants); Total Span of Control:  32; Budget: $4M.


    Founded and served as CFO/COO of the corporation.  As managing partner of the company, I led the corporation through SBA 8a certification, GSA Schedule acceptance, FAR contracts, managed all financial transactions, developed strategic business plan, negotiated contracts, managed client relationships and developed marketing plans.  In the course of six years, the company grew from two FTEs to over 30, with $4M in annual revenue and a diversified customer base. 


    §  SBA 8a / GSA Schedule First time acceptance

    §  Successful negotiation and development of US Government and Private/Public Corp contracts  

    §  CLIENT WORK - LEVEL 3: Reduced order cycle time from months to hours by automating order entry / processing

    §  CLIENT WORK - ARMY CORPS OF ENGINEERS: Streamlined cross functional communications and coordination processes with other agencies in emergency response situations




    NORTEL NETWORKS  – BOULDER, CO / DALLAS, TX …………………………………2000 – 2001

    Multinational Corporation offering broad spectrum of telecommunications hardware, software and professional services to major Telecommunications companies including Annual revenues of $4 billion.



    Direct Reports: 13 (Sys/Dev, Network Engineering, Ops Processes); Spanof Control:  13;   Budget: $60M


    Recruited into the company as a subject matter expert in telecom technology and joint ventures / M&A operational activities and was given the lead on a JV project between Nortel Networks, Kiewit Construction, Corning Fiber and Level 3 Communications.  Project was the installation of a value added, trans-Atlantic fiber optic network spanning the US, EU and parts of North Africa. Was promoted to Director of Operations to develop operational methodology on joint venture project into technical solution for consulting practice within Nortel.  


    §  Led team that architected and developed the network/systems solution for JV Project, which completed ahead of schedule by almost 6 months and on budget

    §  Produce end-to-end intellectual capital including analysis tools, standard processes, systems architecture and data formats

    §  Consulting practice earned $12M/month in recurring revenue

    BUSINESSEDGE SOLUTIONS – BOULDER, CO / NEWARK, NJ ………………………………1999 to 2000

    A boutique consulting firm start-up with entrée’s into the telecommunications and public utilities industries, specializing in companies seeking to enter the newly deregulated telecommunications business. First year Revenue of approx. $20M



    Direct Reports: 12 System Design, Architecture, and Network Consultants:  Budget: $2M


    Responsible for program management, IT/enterprise integration, business process reengineering, and requirements consulting.  Directed teams in launching three start-up companies serving niche markets; activities included developing of business case models and operational practices, enterprise architectures, and financial models. Engagements included:


    §  Launched three startup CLECs in the space of one year, each with specialized domains and verticals and with 100% first-time customer acceptance

    §  Responsible for teams developing Engineering specifications, Operational Procedures and Systems Development



    AT&T BROADBAND (FORMERLY TCI TELECOM) – DENVER, CO……………………………1997 to 1999

    TCI was the largest cable television company in the United States, as well as a pioneering provider of phone service over a cable network, prior to acquisition by AT&T.  After merger, the new organization supported all of AT&T’s telecommunications services generating a combined $3 billion in annual revenues.



    Direct Reports: 17 (Account Management, Customer Care, Tier 1&2 Support); Total Span: 165 employees (including outsourced call center)


    I was recruited into TCI as a subject matter expert in Telecommunications Technology and Operations and was tapped to lead the start-up operations team deploying voice services over TCI cable television infrastructure.  Led the team of back office operations, including Customer Care, Business Account Management, Design, Installation, and Support for voice services.  Under my leadership the customer base grew from less than 400 trial customers is a select market to over 25,000 customers in four markets across the US.  When AT&T purchased the TCI Telecom, I led the M&A team from an operations perspective, merging the two organizations, leveraging assets from both entities, and removing overlap. 


    §  Scaled operations from market trial to a four city deployment in less than two years

    §  Directed team in post-merger enterprise consolidation that reduced OPEX and leveraged embedded technologies in both companies to increase customer satisfaction 4X while reducing operating costs by 27%

    §  Represented organization in industry forums including USTA, OBF, ATIS, and CLEC working groups



    US WEST COMMUNICATIONS - DENVER, CO……………………………………………………1989 – 1997

    Multinational telecommunications corporation with the largest footprint of any telecom in the United States.  Offered residential and business services.  Annual earnings approximately $1.2 billion.



    Direct Reports: 39 (Planners and Engineers); $218M Annual Capital Network Budget

    Served as Program Director and lead for Network Analysis, Operations and Processes.  Responsible for developing new processes and best in class methodologies for network operations and engineering.  Prior to that I led team of tactical planners and engineers and oversaw annual capital budget of $218 million for all projects in the state of Oregon.


    §  Directed program to establish business strategy based on data mining and strategic operational development that delivered $19 million cost savings to the company; achieved commendation for the successful strategy

    §  Presented work at the Fielding Institute’s international conference on Operations and Metrics, Ontario, Canada.




    Education and Certifications and Awards


    BS, Engineering and Physics, University of Colorado, Boulder, CO - 1991

    Certificate, Project Management, University of Denver – 1995

    Numerous College Level Courses Covering: Finance, Accounting, and Management


    * Author: “A Practical Guide to Organizational Development and Operational Effectiveness”

    Greyhound Publishing – 2003


     * Letters of Commendation from the International Atomic Energy Agency (IAEA) and Japanese Government (JMOD) for service during the Japanese Earthquake and Fukush

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