Kimberly Carter_resume_2 Page 091109

1Kimber l y Ca r ter 5812 Lewis Street Dallas, Texas 75206 214-929-1145 [email protected]

BUS INES S OPERA TION M AN AGEMEN T Exemplary record providing the leadership for operations, service support, contract administration and employee development. Successful at building corporate infrastructures and establishing operating controls that facilitate smooth operations during periods of significant change and growth. Extremely effective at integrating operational systems/processes to solve complex business problems. Talent for developing high-performance teams, making effective decisions and quickly revising tactics to achieve goals within aggressive time frames.

KEY S KILL PR OFICI ENCIES: ♦

Strategic Business Planning

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Strategic/Operational Planning & Tactical Execution

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Service/Delivery Management

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Supplier/ Vendor Relations Customer Relations Management (CRM) Project Management/Process Delivery

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Budgeting, Forecasting & Cost Controls

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Process Planning, Development and Introduction Key Performance Indicators Contract Negotiation/Administration

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Policy & Procedure Analysis & Development

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Organizational Development

SEL ECTED B USINE SS CONTRIB UT IONS 

Ensured $225M in revenue by co-developing executive project recovery plan and implementing executive level weekly project tracker. Worked directly with the Sales Prime and Project Manager to develop a project tracker that could baseline on where the project was against the targets and to determine requirements needed to meet the target completion date. RESULTS: Revenue was recognized in target quarter and company received additional product orders as a result.

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Created and tracked North America customer operations employee satisfaction key areas of improvement. RESULTS: Feedback received from skip level meetings and one-on-one sessions indicated the employees were pleased with the increased interaction with their Executive Team and increase recognition of employees. In 2006, we saw a 5% increase in ESAT results from the previous year (41% to 46%).

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Drove process improvements and restructuring to achieve $2.86M in savings in 4th quarter 2006 and 2007 savings of $14.7M as member of customer operation restructure team. RESULTS: Streamlined project management process by reducing redundancies, reducing number of tools required to track project financials, and realigning/reducing project management headcount. This resulted in $16M savings over 1 year period.

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Reduced account receivable cycle time 20% by analyzing and resolving billing and invoicing issues for 17 departmental budgets. Lead a cross-functional team that traveled weekly to all regional locations to train personnel and clean up outstanding invoices. RESULTS: Reduced billing cycle time to the customer by 20% and increase customer satisfaction with our ability to provide required documentation to invoice the customer.

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Developed and tracked Project Management billable hours versus non-billable, ensuring Project Management headcounts met target revenue quarterly goals. In addition, tracked target margin versus actual margin to ensure targets matched results. RESULTS: This billable hours tracker provided an accurate mechanism to track number of Project Managers that were needed for the amount of billable

project hours projected per quarter. Also, the data was used as a resource tracker to ensure Project Managers were aligned to the accounts securing billable hours.

K. Car ter - P a ge 2

PR OF ESS ION AL EX PERIENCE

NORTEL, Richardson, Texas 1995-Present Largest North American telephone equipment provider and global supplier of networking solutions for both service provider and enterprise customers in 150 countries with $10B in annual revenue in 2008. Director, Global Quality Leader (2008-present): Provide strategic direction for Nortel's Global Quality Management System (QMS) and ensure corporate compliance to TL9000 standards is maintained. Director, Customer Operations Leader (2007-2008): Maintained accountability for all customer and accountrelated operational and service issues for 5 accounts with $350M in annual revenue including oversight of 15 employees and $2.9M budget. Ensured network performance met customer quality standards and key performance indicators. Served in project management capacity, overseeing quality, cost, and scheduling metrics. Managed operations’ contractual terms and conditions including legal agreements and liquidated damages. Identified service opportunities and delivered services. Interfaced with sales personnel to ensure profitable and successful sales. Implemented company’s operation performance scorecard including quarterly executive reviews. • Improved performance measurements across supply chain, project delivery, engineering standards, installation and integration quality, technical support, and vendor/customer relationships by spearheading operations’ comprehensive strategic partnership initiative. • Implemented weekly cross functional equipment shipping reviews leading to a 60% improvement in on-time shipping performance in 2008 as compared to 2007. In addition, these reviews resulted in project profitability improvements, e-commerce orders shipping 100% complete and on time, and reduction in customer billing and cash collection cycles. • Developed, implemented, and distributed project management performance metrics (profitability, scheduled performance, billable job change order, and non-billable job change order) to monitor monthly profitability and project manager performance. Senior Manager, Area Operations Leader (2006-2007): Delivered $387M in total revenue on time and under budget. Supervised 10 Project Managers and managed $2.6M operating budget. Implemented customer operations restructure plan, project management metrics and document repository, and Lean Six Sigma initiative. Instituted quarterly executive operation review meetings. Created and standardized project manager performance requirements for Sprint-Nextel account. Ensured quality, schedule, and cost metrics were achieved. Served as advocate for customer and account-related operations and service issues. Developed and maintained sustainable customer relationships at management and director level. North American Business Operations Prime (2005-2006): Directed all aspects of reporting and employee communications for Vice President of Regional Operations (ROL), ensuring actions resulting from analysis and presentations were addressed and closed on time. Conducted research and developed reports, trending, and analysis for strategic business decisions and improvement initiatives. Managed projects and strategic initiatives for Customer Operations Leader and represented ROL on project teams. Provided financial support and analysis for budgeting, discretionary spending, cost reduction, project profitability report, order sales projection, and services revenue. Monitored key performance indicators at ROL level; identified initiatives to improve performance in areas that fell below target. Additional Positions Held at Nortel: Senior Project Manager, Supply Chain Management Process Advisor, Senior Specialist, Wireless Networks Project Management and Technical Writer Additional Career Positions: State Farm Insurance, A.E. Staley Manufacturing Company, Dock’s Pub & Grille, Dream Catcher Enterprises, Real Estate Agent, and United States Air Force.

EDUCA TION Bachelor of Science in Organizational Leadership and Supervision Purdue University References Available upon Mutual Interest