senior Director Vice President position in Operations and or Human Resources
DEBORAH M. PERRY
2601 C Blanding Ave #309, Alameda, CA 94501 â€¢ 408-242-5674 â€¢ dperry1956[at]gmail.com
Vice President â€“ Operations, Organizational Development
Process & Productivity Improvement / Change Management/ Cost Reductions
Performance Management /Leadership Development / Acquisition Integration
As a corporate Operations and HR executive with in-depth corporate and line operations leadership in network and field operations, customer service, corporate infrastructure and call centers, I partnered with operating units to develop/implement strategies to drive organizational change. I led corporate initiatives to improve operating efficiency and performance, develop leadership, identify succession candidates, and reduce turnover and costs in startup, turnaround and downsizing environments.
ï± Transforming organizations through utilization of human capital and emerging technologies
ï± Empowering and training cross-functional teams to achieve high performance
ï± Identifying and re-engineering non-performing business strategies to improve operating results
I earned a BS in Organizational Behavior from the University of San Francisco and trained in Leadership, SEC Executive Compensation Filing Requirements, and Diversity and Workforce Excellence. A strategic thinker, I apply strong communication skills to persuade executives, promote strategies internally, and negotiate with vendors.
Championed leveraging existing infrastructure for expedited business development
Pacific Telesis introduced cable TV, cellular, and Internet services, planned to build separate call centers at $3-4M in startup costs per center. Met with executives of these entities, identified needs, sales forecasts, budget, product deployment plans, service level expectations. Demonstrated value of leveraging existing infrastructure and personnel, created and launched the single service center yielding $8M in annual cost savings for the parent company.
Aligned product roadmaps with strategic vendors. Covad had no proactive program to ensure vendors could meet changing needs. Initiated vendor performance meetings to ensure product roadmap/life cycle met needs in Engineering, Operations and Finance. Cut unnecessary support costs, saving 5% annually on $115M budget.
Developed and executed disaster recovery programs
At Covad created preparedness plans, assigned appropriate personnel, and initiated annual exercises while coordinating vendor, corporate, investor, and employee communications. Following two simulation exercises, the team was tested with a real event, 9/11, successfully delivering on all expectations.
Created strategic compensation program to reduce turnover. Covad lost key technical employees to large competitors, including 42% in Sales. Defined benchmarked competitive compensation packages, reducing overall turnover to 4%, minimizing project delays. Improved sales employee retention 34%, improving revenue $800K annually.
Ensured smooth acquisition integration. Played key role on due diligence team in Covadâ€™s acquisition of two companies. Identified compensation, benefit, job title, and work location issues. Developed communication and management plans for each unit. Lost only six of 94 employees with minimal disruption during first 18 months.
Covad Communications, a $494M telecommunications service provider. Acquired by Platinum Equity.
SVP Organizational Transformation, Human Resources, 2004 â€“ 2008. Reporting to CEO, developed strategies to drive compensation, culture, learning/leadership development, talent management/acquisition, succession and operational technical readiness. Managed $11M budget and 43-person nationwide team.
VP Corporate Operations, 2001 â€“ 2004. Managed strategic vendor/partner relations, IT/application support, network operations, procurement and facility management with $115M budget and 133 staff. Reported directly to COO. Directed network circuit provisioning, access and capacity management, NOC, Purchasing and Real Estate.
VP Network Operations, 1998 â€“ 2001. Directed two 24/7 nationwide Network Operations Centers with 130 staff in VA and CA. Improved network reliability and service metrics 25% while reducing workforce 15%.
Pacific Telesis / Pacific Bell
Director Customer Service, Pacific Telesis, 1996 â€“ 1998. Led operations for two 300+ Customer Service Centers in Northern California. Selected/implemented telecom infrastructure. Managed 26 direct reports and $11M budget. Leveraged existing infrastructure to implement single-unit service center, saving $8M annually.
Earlier: Call Center Manager, Pacific Bell Information Services. Built call center from scratch, meeting metrics in two years. First Level Manager, Pacific Bell. Designed training, reducing time to full productivity 50%.
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