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Detailed description of each role, context of the role, activities undertaken, and results achieved.

Detailed description of each role, context of the role, activities undertaken, and results achieved.

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  • 1. Charles Bayless Details on Roles
  • 2. Roles Role: North America Alliances and Capgemini Technologies Leader Start Date: April 2004 Location: Based in Atlanta, Georgia End Date: December 2005 Situation Actions  Individual alliance teams run separately by  Consolidated all alliance activities into a single business effective January 1, 2005 different parts of the business  Established common measurement system endorsed by Capgemini leadership  No consistent performance measurement  Instituted weekly call for reviewing progress against goals, sharing leading practices, and building practitioner  Unmeasured results community  Poor or no business arising from partner  Led critical sales opportunities relationships  Established a central financial function responsible for tracking and reporting all funds, budgets, results, etc.  Significant portion of partner funds being  Developed, communicated and deployed a common alliances strategy involving extensive meetings and invested in activities with no commercial coaching with individual alliance partners as well as internal stakeholders consequences  Established a central program management office for all alliance initiatives to ensure standardization and  Declining Technology sales impacting Capgemini effective communication Technologies results (missed H12004 budget by 60%)  Established a taxonomy of alliance relationships applied to all partners resulting in dramatic reduction of alliance partners but increased results (and visibility) of remaining partners  Little to no multi-partner efforts  Instigated review of compensation and initiated effort to establish common performance plan  Inconsistent and inappropriate compensation  Closed down numerous alliance investments and redirected to priority initiatives to ensure improved and reward models across the different teams sponsorship and results  No matching of investment in teams with results achieved  No visibility on number and nature of alliances  No alliance personnel career path established Achievements Results  Commercial and auditable results  2005 measurement system in place  Hard Dollar Investments - $21m  Rationalized investment priorities  GOP: $8.4m  Common alliance strategy communicated  Net New Bookings - $210m (35% of SBU) and adhered to with all partners  No turnover in core alliance team  Single alliances team with established  Capgemini Technologies GOP up 40% career paths  Alliances acknowledged as core to growth  80% reduction in nominal alliances strategy
  • 3. Roles Role: North America Ernst & Young Alliance Leader Start Date: June 2003 Location: Based in Atlanta, Georgia End Date: March 2004 Situation Actions  The alliance relationship had declined as a  Negotiated settlement on disputed contracts channel to market from $250m in annual  Instituted quarterly account planning session to identify common accounts where we could jointly be bookings in 2000 to $40m successful based on client opportunities and other factors  High and continuing attrition of Capgemini VPs  Spearheaded selected pursuits and publicized results in order to increase recognition within both firms of the that were former Ernst & Young partners magnitude of the commercial opportunity. represented a material but unintended disengagement between the respective parties  Instituted monthly goal of reconnecting 20 respective account managers to explore for joint opportunities  Portfolio of qualified joint opportunities close to  Re-established periodic executive review sessions to obtain sponsorship and commitment non-existent  Refreshed portfolio of joint service offers and launched campaigns around priority offers (ex. Business Process  No structured go-to-market activities Outsourcing, Tax Effective Supply Chain, etc.)  Sarbanes-Oxley legislation both significantly  Established a monthly global call on TESCM opportunities disrupting the partners business model as well  Revised measurement system to focus on true commercial consequences and reprioritized portfolio of as putting heightened constraints on the types of opportunities based on the new criteria (killing off most of the existing portfolio) activities which we might collaboratively pursue  Established a prioritization of Sectors and Service Lines and instituted a structured program for introducing  High Capgemini executive and VP turnover and facilitating discussion of opportunities between peers in the firms creating issue with partner  Established a communication program to enable Capgemini Sales Executives to connect with an appropriate  Large volume of disputed invoices and contracts party at Ernst & Young on transactional opportunities with potential litigation consequences  Sarbanes-Oxley and SEC requirements prevent any sort of financial considerations between the firms, creating additional complexities beyond Achievements Results those normal for an alliance  Open dialogue re-established between  2004 annual bookings of $100m, 125% increase on 2003 executives of the respective firms, allowing  Critical role played by Ernst & Young in largest ever for improved focus Capgemini contract (BPO outsourcing)  Significant re-engagement between the two firms at the mid-management and the sales levels  Pipeline of opportunities repopulated based on joint service offers
  • 4. Roles Role: North America International Sales Start Date: January 2003 Location: Based in UK End Date: June 2003 Situation Actions  Having undertaken a global services firm merger  Initiated sectorial review of accounts in all geographical business units to identify those with whom we truly in part based on improved capability to support had executive level business relationships major global pursuits and synergies from serving  Identified those existing accounts where there were opportunities to increase win rates and size of deals by the same client in multiple geographies, after two cooperating across geographic boundaries and a half years, we were still selling strictly at a regional/national level.  Worked with local pursuit teams to muster global resources and relationships likely to increase probabilities of winning selected opportunities  No single view of our market existed in terms of  Compiled a global list of companies with revenues greater than $1bn including contact details, operating accounts and their operating divisions across the divisions by geography, etc. globe.  American sales were in free fall with greater than  Identified from that list those with whom we had worked in the past but had no existing relationship as additional targets for consideration double digit percentage declines for more than eight quarters  Developed a prioritized list of target companies with proposed solution portfolio  Serial RIFs in the American Business Unit  Prepared briefing document on initial target list and launched campaign with US Sector Leaders to solicit increased the challenge of focus support to initiate pursuits  Worked with initial teams to qualify opportunities Achievements Results  Created portfolio of qualified opportunities  $25m in new North America bookings originated from this  Global market list of potential clients with opportunity-creation exercise, all in green-field accounts commercial history where we did not initially have any work  Raised awareness among Americas Sector leaders of potential to leverage relationships offshore to sell to onshore divisions
  • 5. Roles Role: Global Consumer Products & Retail Leader Start Date: July 2002 Location: Global, based in UK End Date: December 2002 Situation Actions  44% Decline in sector bookings in H1’02 Direct discussions with each country to confirm managed accounts, confirm sector experts (as well as clarify compared to H1 ’01 (E293m vs. E526m) roles and responsibilities), and identify sector specific service offerings  Strong retail accounts and teams in NA and Reassigned a number of Global Strategic Unit (GSU) resources to support major deals and facilitate inter- Europe but little coordination country codependency as a precursor to teamwork  Numerous sector specific offerings in limited Participated in numerous pursuits either local big deal or Global (Unilever, BAT, Ahold, Richemont, COOP number of geographies Sweden, etc.)  Poor results from Globally managed accounts Connected with most alliance partners to begin to rationalize and leverage relationship beyond single (12% decline) geographies (SAP, Siebel, HP, Intel, Lawson, CISCO, etc.)  Significant big-deal pursuit coordination issues Sponsored three major initiatives to maintain global POV momentum and branding (Extended Retail Solution within Europe (ERS), RFID, and Global Commerce Initiative)  Little leveraging of alliance relationships Assigned an individual to lay the groundwork for a global Retail community (Sharepoint, processes,  Little industry relationship coordination across knowledge clearing house, etc,.) countries and continents Time invested with CPR Global resources regarding career management and role effectiveness  Poor clarity and communication about managed Time invested resolving inter-country role issues to improve pursuit effectiveness accounts versus transactional clients  Significant data integrity issues regarding pipeline and funnel  Incomplete knowledge of sector members Achievements Results  Rationalized and better aligned alliance  H2 bookings up 30% on H2 2001 (increased to E158m vs relationships E121m)  Increased cross-country pursuit support  Aligned ERS initiative with first sales booked  CPR Global team motivated and refocused  Big deal pursuits launched in GSU accounts  Maintenance of pipeline in affected  First bookings achieved with GCI initiative accounts despite RIF program disruptions  No unplanned team turnover  Beginning of constructive engagement with French team
  • 6. Roles Role: CPRD CRM and Ciberion Sales Support Start Date: January 2002 Location: Global, based in Australia End Date: June 2002 Situation Actions Ciberion Identified and connected with each country CRM service line to identify Sector opportunities and accounts  Commitments made to BAT in the establishment Connected with Sector leaders as appropriate to discuss prioritization of opportunities of Ciberion clearly not being delivered thus Sponsored ECR initiative and conference presentations putting at risk both the Ciberion JV and the account relationship with BAT Siebel conference sponsorship and participation  Commitments were to both assist in the sales SAP conference sponsorship and participation process and for CGE&Y to serve as a channel to Sponsored deployment of new global CRM service offer of Consumer Relevancy market. Ciberion sales process reengineering with new Ciberion VP of sales  In the first 18 months, there were no sales Supported joint Capgemini/Ciberion pursuits in various accounts through CGEY and no pipeline of opportunities CRM  Anticipated boom in CRM sales in the sector believed to require strong element of sectorization  Global CRM sales in fact plunged  Patchy CRM coverage globally anticipated to put at risk early successes in the sector thus requiring better global leveraging and coordination Achievements Results  Ciberion sales process completely  CRM sales increased by 28% in sector versus Group CRM reengineered decline of 16%  Ciberion portfolio of qualified opportunities repopulated  Consumer Relevancy service offer deployed into multiple accounts in EMEA
  • 7. Roles Regional Sector Leader – Asia Pacific CPRD & LSC Role: (Regional Account Manager Coca-Cola) Start Date: January 2000 Location: Asia Pacific Region, based in Australia End Date: December 2001 Situation Actions  No regional Sector team Increased focus on outsourcing and shifting work in the sector from Europe and North America into the  Little Sector presence outside of Coca-Cola (total Indian off-shore facility bookings in 2000 – E25m) Brought focus to big deal opportunities  Only one Life Science client and that with a Increased focus on connecting local pursuit and account leaders with global counterparts (e.g. Unilever, J&J, problematic regional SAP implementation GSK, Astra Zeneca, Exel, etc.)  Regional move away from accounts and multi- Connected local pursuit teams with account teams in the HQ countries (e.g. Gambro, Marks & Spenser, country (i.e. big) deals Kimberly Clark, etc.)  Disruptions to projects, pursuits and accounts Led initial client meetings to qualify opportunities (e.g. AMCOR, P&G, Cochlear, etc.) from local and regional RIFs, many Initiated client discussions about existing quality of service issues in order to resolve unannounced attendant to E&Y Consulting merger with Capgemini Significant amounts of time spent working with local management to ensure adequate pursuit coverage  Patchy local service line (SL) capabilities Launched monthly newsletter for sector team to improve opportunity awareness, collaboration, and general industry knowledge  Frequent misalignment between account centric Sponsored a number of research projects as well as out-of-region SME presentations to increase industry goals and Region management and Local awareness within the region management Piloted sector-focused Service Line offering campaigns (e.g. E3 in Australia) Established processes and practices to support a virtual regional team Achievements Results  Five new multi-year, multi-million accounts  100% Growth in bookings  Significant penetration into seven global  Though only the third largest sector by bookings, largest accounts with first-time work in AP sector by gross contribution  First major off-shoring of Applications  Gross contribution margin 30% greater than the regional Management work with M&S average  Doubled business with half the existing  Zero unplanned turnover among regional team despite resources hostile internal environment  Avoided client litigation and negotiated  CPRD/LSC provided 65% of the work for the start-up Indian partial payment Accelerated Development Center
  • 8. Roles Regional Account Manager Coca-Cola, Ad hoc practice Role: management roles for Australia Start Date: September 1998 Location: Regional, based in Australia End Date: December 1999 Situation Actions  Account dependent on one single deal in Established local account teams in the three locations with likely revenue sufficient to justify (Japan, Australia (Y2K) Australia, Southeast Asia SEA)  Minimum number of sales elsewhere in the Spent considerable time establishing financial reporting mechanism across a dozen different practices to region have visibility into the sales funnel and the revenue burn as well as indicative information about profitability.  Japan sales had declined to the low hundreds Opened direct client negotiations in the Philippines to resolve outstanding delivery issue  Transactional sales in the region either loss Initiated sales campaigns through local service lines with those locations not warranting account teams making or uncollected (India, China, Hong Kong, Korea, Philippines and Indonesia)  No executive relationships at the local or regional Launched long-term Applications Management (AM) pursuits in Japan and Australia level Heavy involvement with Japan and Australia account managers to repopulate and diversify the funnel of  No qualified pipeline opportunities  Y2K project loss making Led numerous regional transactional pursuits in local bottlers  Potential litigation from troubled project 2 years Activated key alliance relationships with IBM and SAP prior in the Philippines Established Ernst & Young audit joint planning sessions in SEA, Australia, and China  Contract exposure on the Y2K project (ex. No Opened client executive channels of communications rate escalation clause for a multi-year contract) Achievements Results  Self sustaining account teams in Japan  Largest client in the Region returned to profitability at and Australia with multi-million annual regional average sales  Only Bottler managed account in the world  Regional team with collaboration across  Largest part of the Coke account outside NA countries  First (globally) e-commerce job with Coke, first (globally)  Collected and or wrote off all outstanding AM deal with Coke invoices  Successful delivery of Y2K job  Resolved threatened litigation with no  Maintained bookings flow despite Y2K freeze financial exposure
  • 9. Roles Role: COO Australian Management Consulting Start Date: February 1997 Location: Local, based in Australia End Date: August 1998 Situation Actions  Business Unit (BU) loss of 12% Instituted weekly sales call to better manage pursuit prioritization and staffing.  Zero bookings growth Implemented sales and account training  Utilization in the mid 40s Established service lines with existing employees as service line leaders  Extraordinarily poor forecasting Intensive individual coaching of Senior Managers and Partners for the first twelve months  Inter-city practice rivalry (Melbourne-Sydney) Instituted Sectors. Led Energy Sector. Account manager for a new Telecom account substantially impacting sales Culled contractor usage to replace with beach resources  No stated strategy or business model Selective counseling-out of non-performers or individuals with behavioral issues  No established business processes Substantially increased volume of training and better aligned with needs  Sales Redesigned the recruiting process and heavy involvement in interviewing in order to raise the game with new  Staffing intake  Recruitment Completely reengineered both the performance management system and the bonus system in order to make  Performance management etc. it transparent and fact based  No service lines or account management Culled client list from 194 to 78 to free up time for more significant pursuits  High employee turnover Sold off non-core business lines in an MBO  Average deal size in the low five figures Closed one of the three offices but transferred all volunteers to Sydney and Melbourne  Only one client with a relationship greater than a year  Asia Meltdown crisis of 1997 Achievements Results  Established account focused business  Bookings growth of 60% model with supporting service lines  In 16 months moved from ANI of –12% to +8%  Engineered/Re-engineered all internal  Average bookings moved into low six figures processes  Average account size moved to A$750k  Established team-selling  Unplanned employee turnover lowered from 35% to 12%  Replaced hierarchical organization with  Practice utilization moved to low 70s team culture  Achieved practice self-confidence
  • 10. Roles Southern Company and BellSouth Consumer Role: Division Account Manager Start Date: October 1995 Location: Local, based in Atlanta End Date: February 1997 Situation Actions Southern Company Southern Company  Atlanta headquartered Fortune 500 company Six months spent building relationships with executives in key divisions (breakfast seminars, CBI sessions, with whom we had only intermittent projects over etc.) the years and no managed account relationship Marketing campaign around discrete “wedge” offers  Client had a ten year established relationship  SCM with Andersen/Accenture  Strategic planning  Nuclear review, etc. BellSouth Consumer Division BellSouth Consumer Division  Largest division of one of Atlanta’s major Similar exercise on the sales expansion side with BSCD managed accounts  One large but troubled Mobile Phone project Led several pursuits  No other work streams in the Division and no Met with the key sponsors and client project stakeholders to work through the at-risk project pipeline  Increased communication strategies to keep client stakeholders aligned with one another Deployed local service line leaders into pursuits Freed up time from selected service delivery team members to support pursuits Achievements Results  At Southern Company, sold a number of  Seven new projects launched including small strategy jobs but determined that the  Support for BellSouth.net launch investment cycle to achieve a routine flow of work was too long to warrant further  On-demand Video project investment  NPD reengineering  At BSCD, Mobile phone project stabilized  Documentation cost reduction project and extended  Mobile Phone launch project financials stabilized  Numerous new projects launched  Consumer Division account profitability brought into line with total account
  • 11. Roles Role: PSE&G Account Manager & SE Utility Sales Director Start Date: 1993 Location: National Practice Group (Utilities & Telecomm), based in Atlanta End Date: 1995 Situation Actions  Needed to establish major managed accounts in  Won initial phase of work at PSE&G to support major TQM program. From that basis, built out executive the Utilities sector relationships and work program  National Practice Group (NPG) heavily  Focused heavily on linking initial TQM project into measured operational improvements with full executive dependent upon Management Audits which were reporting becoming a commodity offering and increasingly  Linked TQM into development of overall company strategy threatened by niche practices  Developed an Improvement Portfolio for the company mapping current initiatives to the TQM program and  Retooling of offerings and competencies within to the new company strategy with consequent rationalization of opportunities and new project launch the practice required opportunities  Majority of revenue coming from Governmental  Launched company initiative to program manage the transformation of the company from a heavily agencies rather than from end-market clients regulated cost-based organization to a more competitive, customer focused organization  Developed a program for cycling practice members through the account on a 6 – 12 month basis to retool skills to then take to other accounts in either a sales or delivery role. Achievements Results  PSE&G became the first multi-year, multi-  Growth from an individual project to a managed account of million managed account US$2 – 5m per year with a complete portfolio of service  Development and deployment of sector offerings. specific methods (TQM, NPD, CRM,  Routinely 2-6 projects running concurrently Nuclear Operations, etc.) which were then  Typically total delivery teams amounting to 5 – 15 people reused as the basis for building other managed accounts (e.g. Northeast Utilties,  80% of NPG employees cycled through the account and re- skilled Commonwealth Edison, etc.)
  • 12. Roles Role: National Practice Group Sales and Service Delivery Start Date: May 1985 Location: National, based in Atlanta End Date: 1993 Clients Projects  AT&T  Management Audits  Ameritech  Benchmarking and process definition for the establishment of shared services (AT&T)  Southwestern Bell  Development of training programs for cross-training Telco managers (Construction, OSP, Engineering,  Exxon Special Services)  SIGECO  TQM Program establishment and deployment  Union Electric  Reengineering of front office, back office and operational processes  Philadelphia Electric Company  Operational Efficiency Improvement  Public Service Electric & Gas  Competitive threat preparation  Commonwealth Electric  Grand River Dam Authority  Florida Power Corporation  Entergy Processes  Northeast Utilities  Supply Chain  Long Island Lighting Company  Procurement  General Telephone – Ohio  Warehousing  Public Service Indiana  Knowledge Management  Bankers Trust  Legal  Telco Benchmarking Consortium  Call Centers  JCP&L  Customer Management  BG&E  Financial (AP, AR, GL, Expenses)  New Product Development  Sales & Marketing  IT  Engineering  OSP  Emergency restoration