Resumes That Rock! Resume Writing In Philadelphia, PA

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CHARLENE RADCLIFFE 14 Soldier Song Lane San Jose, CA 94089 650.996.7866 [email protected] PROFILE Highly accomplished executive offering significant government relations and government affairs expertise. Poised for a broadly-encompassing hybrid role that adeptly balances government and business background. Extensive network of contacts and relationships for immediate use, key to effectively liaising as the primary contact to state and local government bodies, as well as constituent segments. Well-versed partnering with the top leadership team to define legislative strategy, coordinate legislative outreach, and develop and articulate public policy position.

 Government Relations / Government

 Strategic Business Planning &

Affairs  Legislative Strategy Development  Intergovernmental Agency Policy  Public Policy  Public & Constituent Relations  Government Relationship Management

Analysis  Business Management & Operations  Financial & Budget Administration  Database Management / Database Mining

EXPERIENCE & ACHIEVEMENTS THE CENTER FOR TRAVEL PUBLISHING 12/2012

2011 to

Vice President – Strategic Outreach & Government Affairs: Recruited to lead the establishment of this corporation, and directed strategic outreach and government affairs. Scope encompassed managing a $60M marketing budget under the 1 st-of-itskind U.S. Travel Promotion Act, a public / private partnership to promote international visitation to the U.S. Implemented legislative decisions, developed private sector partnership strategy, and conducted surveys on the impact of the Act. Built relationships with federal, state, and local authorities, regulatory agencies, and policy makers.

 Led fund development of $100 million from public & private donors, to match the year 1 revenue target, and position the corporation to promote BrandUSA.com in 6 major markets.

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 Integrally contributed to building the 1st international marketing budget for the U.S., at $60 million, as well as defining the long-range business plan for the marketing organization.  Maximized visitor quantity and spend. Achieved a 3:1 ROI, measured as incremental visitor spend compared to marketing spend. NATIONAL DEPARTMENT OF COMMERCIAL DEVELOPMENT 2011

2009 to

Deputy Assistant Secretary, International Trade Administration: Strategically guided policy for the Office of Financial Services, Office of Travel & Tourism, and Office of Service Industries. The primary objectives were to enhance the U.S. financial service industry’s impact abroad, improve foreign market access for U.S. companies, expand U.S. exports, and develop U.S. service industries globally. Directed trade missions and policy dialogues with governments including those of Brazil, China, and India. Oversaw a staff of 75 senior trade specialists and 3 senior directors.

 As an integral leader on the financial services team, conducted policy, advocacy, and analysis to strengthen the domestic and global competitive position of the U.S. financial services industry.  Defined new policy to capture and protect market access for financial services firms, through intensive participation in bilateral and multilateral negotiations.  Coordinated a series of interagency efforts to address market access challenges facing the financial services industry in critical emerging markets including China, Brazil, and India.  Signed U.S. government air service agreements with China, Colombia, European Union (OS), Georgia (OS), Japan and Liberia (OS), and Russia. RYG FINANCIAL CONSULTING 2009

2008 to

Executive, Financial Services Practice: Directed a series of executive searches for major financial services industry clients. Sourced candidates for the Chief Marketing Role for CA’s public pension fund. Also, led the search for the institutional money manager for a fund of funds in CA. RAMADA RYAN ASSOCIATES 2008

2007 to

Consultant, Financial Services Practice: Executed searches for global financial services candidates, for key clients including hedge funds, funds of funds, and global private equity firms. CITIBANK, NA, CITIGROUP 2007

2003 to

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VP, Enhancement Services Acquisition / Channel Strategy & Development (2007): Advanced to this role to direct Citicards’ cross-sell and acquisition strategy. The primary objective was to exceed 5 million new accounts and $850 million annual revenue.

 Redefined the optimization strategy for the inbound call center, handling more than 180 million inquiries annually.

 Recommended the assignment of champions at the channel level, with each champion dedicated to advising its product group on optimization strategy.

 Cultivated stronger relationships with Citi’s strategic partner Internet portals, including Home Depot, Sears, K-Mart, and Federated. Deputy Chief Of Staff to the Chairman & CEO / International Global Consumer Group (2006 to 2007): Contributed to regional expansion planning and resource allocation during major international growth in regions including the Asia Pacific, Middle East, Africa, Latin America, and Mexico. Developed marketing segmentation analysis and planning for reallocation-related marketing resources, including: credit card, retail banking, and consumer finance initiatives. EDUCATION MBA, Columbia Business School, New York, NY

2003

BS, Political Science, Morehouse College, Atlanta, GA

1993

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ARTHUR M. LANGSTON 71 Beach Road  Fairfield, CT 06825 203.555.1731  [email protected] GLOBAL CORPORATE SALES EXECUTIVE Prioritize. Win. Expand. 25+ years of triumphs driving top line growth and bottom line improvements. True value is experience building, preserving, and saving customer relationships – particularly in scenarios in which the customer has every contractual right to disengage. 

Equally skilled at hunting for new opportunities, as well as cultivating existing ones, to capture new revenue and deepen penetration on existing accounts.

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Dexterous negotiator, with a consistent, sharp eye on P&L, who leverages relationships and emphasizes service.

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Reputation for fending off staunch competitors and capture and extending customers’ mutually advantageous contracts.

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Committed to cultivating culture internally and in the client’s organization.

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Global Business Development Strategic Business Planning & Execution Multi-Million Dollar Contract Negotiation US Product Launch Strategy Multi-National Sales Team Leadership Sales Forecasting & Pipeline Analysis Sales Management Training Key Customer Relationship Management Client Retention

CAREER NARRATIVE 4-SCORE GRAPHICS, Sussex, WI 2012

2010 – November

[Leading global provider of print and multichannel solutions for consumer magazines, special interest publications, catalogs, retail inserts/circulars, direct mail, books, and directories, with 50+ print-production facilities on 3 continents.] Sales Director 

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Strategic Sales Leadership: o

Joined the organization to contribute to executive strategy to drive $250 million in cost synergies in 18-24 months. This necessitated numerous plant closures, as well as the decommissioning of the Canada operation.

o

Specifically, charged with renewing and extending 3 major contracts valued in excess of $400 million, and managing those relationships without economic disadvantage to Quad or breach of contract filings.

Key Account Management; Customer Relationship Management: o

Transitioned the $10 million Harlequin account, the highest-profit book customer, out of the Buffalo, NY facility built specifically for them, and slashed costs by closing the 700-employee plant.

o

The robotic, automated Buffalo facility generated $5 million+ annually in EBIDTA, and featured the most favorable top to bottom line revenue ratio in the company.

GLOBAL COLOR – QUEBECOR , New York, NY

1984 – 2010

[2nd largest commercial printing corporation in the world. Annual revenues exceeding $6 billion.] Senior Vice-President, Books & Specialty (2005 to 2010) 

Sales; Strategic Revenue Growth:

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o

Returned to the US business from the international market to principally direct sales of an eclectic $250 million portfolio of catalogs, non-traditional publishers, and digital offerings.

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o 

Held senior responsibility for offsetting the incremental volume decline in traditional publishing. At this time World Color had filed for Chapter 11 reorganization.

Major Client Retention: o

Integrally contributed to retaining 100% of major customers during the reorganization, largely by leveraging and optimizing relationships, cultivating an environment in which no key customer opted to trigger their out clause.

o

Retained 100% of the commission-driven sales team during this period, creating an atmosphere to treat them as honored, needed, valuable assets. Preserved their pensions, in addition.

Senior Vice-President, International (2001 to 2005)  Global Business Development: o

Advanced to this role to develop the export business from Latin America and Europe. The company experienced rapid expansion into South America, only to be faced with stiff competition from Asia.

o

Established an alternative to Asian production, instituting a standalone arm of the business that leveraged South American labor and equipment. This strategy captured $100 million in revenue.

o

Drove volume 20%, by upgrading from a regional approach to global with top 20 clients such as Reader’s Digest and McGraw-Hill. Leveraged worldwide capabilities to capture and service their full portfolios of business.

Senior Vice-President, Magazines (1984 to 2001)  Specialty Sales; Multi-Million Dollar Revenue Growth o

Directed the Eastern sales group for magazines and specialty accounts, and expanded that business from $250 million to $400 million. Personally finessed a series of long-term, high-dollar contracts.

o

Strategically directed the 25-member sales team to identify and capture a level of business that would fill a new $50 million plant to capacity. With that success, scope of responsibility expanded to catalogues and Sunday inserts.

o

Realigned the sales organization to increase geographic coverage, eliminated silos so specialists sold all 3 offerings: magazines, catalogues, and Sunday inserts, and reduced the team by half while increasing revenue. EDUCATION THE UNIVERSITY OF NEW HAVEN Chemical Engineering Studies THE UNIVERSITY OF PENNSYLVANIA WHARTON SCHOOL OF BUSINESS EXECUTIVE PROGRAM Perspectives Of Sales Force Management

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MARIAN RANDOLPH 1414 Sheerer Lane Madison, WI 53532 650.555.7866 [email protected] PROFILE Visionary global sales leader. 20+ years of multi-million dollar success structuring and closing complex, multiyear IT contracts, most recently in the health services vertical. Sales evangelist with entrepreneurial drive. Consistent record of overachievement selling large-scale technology solutions and services at the CxO level. Poised for a strategic executive role driving sales operations: defining growth strategy, penetrating new markets, and instituting and optimizing sales execution teams. Reputation for fostering and managing relationships with top executives, and repeatedly delivering innovation and value to leverage those affiliations.

Client Centricity Strategic Sales Growth P&L Management Enterprise-Wide Contract Negotiation Outsourcing & Offshoring Partner / Vendor Management Key Prospect Identification Pipeline Development New Business Opportunities Large-Scale Solution Sales Consultative Selling Methodology

EXPERIENCE & ACHIEVEMENTS ZYCOM TECHNOLOGIES, San Jose, CA 2006 to Present VP, Country Head – The Americas (2011 to Present): Advanced to this role to establish the banking, insurance, and connected services vertical in the US, as Zycom experienced corporate-wide change from horizontal practices to 6 verticals. Scope further encompassed overseeing regional US P&L, and instituting a new sales structure. That structure would position sales specialists to provide market feedback to inform precisely how to verticalize the offerings, and influence product development and positioning. After 9 months, the CEO requested a focus exclusively on the health services sector.  Led the closure of a multi-million dollar contract with one of the top 100 US health systems in the first 8 months of assuming this new role. Beat 7 competitors, including 2 incumbents, by demonstrating differentiation.  Defined an in-depth sales plan that called for coordination of lead generation, inside sales, and the field execution team.

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 Generated a large deal pipeline (deal size ranging from $3 million to $50 million) with 6 major health systems, by comprising the sales team of 3 specialists: enterprise, staffing and professional services, and account management.  Increased margin 5% from a marquee client, by expertly leading rate card negotiations when the client clearly stated: no increase. Built a case documenting Zycom’s proactive value-adds, and showed historical and projected impact. AVP, Sales – Cisco Systems Account (2006 to 2011): Assumed control over this key account, among the largest in the organization, and held top responsibility for growth, P&L, performance, and relationship management. Directed BPO, application development, infrastructure, testing, and maintenance / support. Standardization was initially absent,

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MARIAN RANDOLPH 650.555.7866 [email protected] particularly regarding contract management and processes for client engagement. Onshore and offshore were deeply disconnected, resulting in low productivity, value leakage, and lost opportunities.  Drove 300%+ growth in 4 years, from $14 million to $55 million, by establishing the role of engagement managers, to act not merely as technical sales, but apply competencies in solutioning, financials, and relationship management.  Propelled Zycom from 4th position to 1st in terms of revenue and headcount among the preferred Global Offshore partners for Cisco IT.  Increased revenue from large, multi-year development projects from >10% to 30%+. Expanded Zycom’s mindshare in Cisco by leveraging certain core competencies where Zycom could particularly add value. GENERATED POWER RESEARCHERS (GPR), Palo Alto, CA 1996 to 2001 Group Manager – Technology Division Business Operations (2002 to 2006): Integrally directed operations and project management as the EPRI corporate family merged into “One GPR.” Significantly contributed to the business operations, automation, and technology enablement required to optimize project value.  Championed the organization-wide deployment of MS Enterprise Project, to support the One GPR merger. Delivered the solution in just 7 weeks.  Standardized a collaborative workflow solution that proved essential to documenting product portfolios 6 months prior to release. Transition Manager – Retail Sector (2001 to 2002): Principally guided the decommissioning of the retail sector, once the CEO decided this would not be among the business’ core competencies. Negotiated transitions out of vendor contracts and terminated select agreements, to ultimately bring client obligations to zero. Reduced the sector’s multi-million dollar debt burden to vendors by more than 10%. Nominated for a Chauntix award. Manager, Financial Operations – Technology Division (1996 to 2001): Partnered with the Director, Business Operations to manage the $400 million annual budget. Provided financial and performance oversight.

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ACADEMICS EXECUTIVE MBA, University of San Francisco, San Francisco, CA 2002 BACHELOR OF SCIENCE, Andhra Pradesh Agricultural University, Hyderabad, India 1987

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