Skills and Results

1. ERIC ROBINSON
SENIOR EXECUTIVE | FEDERAL SALES AND SOLUTIONS – SKILLS AND RESULTS

2. SKILL: STRATEGY CONSULTING, MANAGEMENT CONSULTING,
CLIENT MANAGEMENT, PROFESSIONAL SERVICES
The Challenge How I solved it
Nascent organizations delivering new services in
volatile environments while growing rapidly
Because of the dynamic nature of these
organizations, I leveraged my extensive prior
experience and skills to provide support across
multiple functional areas
Each of these organizations was characterized by
large-scale integration of widely-divergent skill sets
and capabilities
I worked with senior leaders across the
to pre-establish communications and processes to
enable rapid decision-making and ability to address
issues and resources needs quickly
All 4 organizations were essentially start-ups,
although 3 were within established larger
organizations
My contributions resulted in outstanding top-line
revenue growth and a 100% win rate on re-
competes
All of the processes for client engagement and
delivery execution had to be developed
Working with other senior leaders, I helped shape
these new professional services practices to capture
and deliver quality work

3. SKILL: NEGOTIATION, PROBLEM-SOLVING, COMMUNICATIONS,
COLLABORATION, CONSENSUS-BUILDING
The Challenge How I solved it
Brand new application with huge number of
points, nested requirements, etc. leading to very
complex testing
Defined objective criteria that all could agree to
would form the basis by which candidate testing
tools would be evaluated
Multiple releases and deployments scheduled so
repeatable processes and reusability paramount to
execute efficient and high-quality testing
Working with senior leadership, identified the set of
tools to be considered; this included partnering
a broad team of cross-functional application teams
Many strongly-held opinions on senior leadership
regarding the right approach to testing and testing
tool
Prepared and socialized the analysis, working
agreement with key stakeholders
Challenging individuals to deal with; held strongly-
opposed viewpoints based on individual and own
team needs, rather than overall success across
organization
Eventually convinced a “holdout” (through his
executive) to go forward – later he became a
advocate for the tool across the organization

4. SKILL: DEAL STRUCTURING, PRICING STRATEGY, BUSINESS CASE
DEVELOPMENT, AND WIN STRATEGY
The Challenge How I solved it
Developing opportunities and pursuing multiple
major new initiatives both as Prime and as major
subcontractor
Bringing a broad range of skills from my diverse
background, I led teams by working across
functional areas to develop and respond to
opportunities
Opportunities presented unique challenges such as
mandated pricing layouts, mix of service types,
worksite limitations, etc.
Developed creative solutions that providing both
compliant responses and highly-competitive
offerings that resulted in multiple $100M+ wins
Extremely competitive bids with multiple bidders on
$100M+ opportunities, short turnaround
and multiple RFP revisions
Kept deal teams energized and motivated through
the many iterations; recognized by clients and
executives for outstanding performance
Complex solutions characterized by blend of
products, services, and support that required
strategic business solutions to yield most
value propositions
Developed approaches that provided most
competitive pricing/evaluation bases while also
providing most upside potential for margin

5. SKILL: APPLICATION DEVELOPMENT MANAGEMENT, IT
DEVELOPMENT, IT MANAGEMENT, IT GOVERNANCE
The Challenge How I solved it
Organization had invested heavily in an IT solution
that could not be deployed
As part of executive team, drove decision to re-
invest in portions of IT environment while
new global front-end application
IT investments in legacy applications in many
countries had been curtailed in anticipation of
deploying a new application
Led the direction, development, and deployment of
global application to replace the legacy point
solutions deployed in countries
Many legacy applications were therefore no longer
sufficient to provide an adequately controlled
financial application environment
Made all budget and schedule milestones and
deployed successfully, receiving a BRAVO award for
leadership
Multiple failed/unsatisfactory audits, low
productivity and morale, and low ability to
business operations and support due to disparate
systems
Improved business posture, reduced run costs by
more than $500K/annually while significantly
improving financial control posture

6. SKILL: AUDITS, CONTROLS, IT METHODOLOGY, IT GOVERNANCE,
AND PROJECT CONTROLS
The Challenge How I solved it
Joined group that had little true “IT” experience –
predominantly a group of “super users”
Moved to a scheduled promote process with
windows for requirements, signoffs, testing, and
production promote/code control
Many facets of production control were not in place
– code updates to production were very frequent
and not scheduled nor fully tested
Moved to a project plan environment that required
periodic project reviews as a part of employee
performance appraisals
Projects were not run with project plans but with a
mindset of “we’ll promote it when it’s ready”
Moved to an Agile development approach to
meet the needs of stakeholders while still
maintaining necessary IT controls
Very difficult to determine configuration of
production environment/code modules actually
deployed
Resulted in a dramatically improved control posture
and a 100% success rate on all audits for 9
consecutive years