Neil Fulton has over 30 years of experience in customer service and technical support roles across various industries. He currently serves as the Senior Director of Customer Service Theatre Lead for EMC Corporation, where he manages a team of 300 technical support engineers. Previously, he held several director-level roles at ProBusiness Corporation and 3Com Corporation, where he was responsible for strategic direction and operations. Fulton has a track record of strengthening customer service through process improvements, team leadership, and budget management. He also stays active as an instructor and consultant.

1. NEIL FULTON
6730 Gentry Oaks Place ▪ San Jose, CA 95138 ▪fulton4fam@gmail.com ▪ Hm: 408.578.4090 ▪ Cell: 408.510.8895
CUSTOMER SERVICE / TECHNICAL SUPPORT PROFESSIONAL
People ~ Processes ~ Systems
Results-oriented Senior Customer Service Professional with progressive experience across diverse industries.
Excels in strategic planning, process improvementand project management, with proven ability to identify and
capitalize on opportunities to drive revenues, streamline operations, optimize working capital, and slash
operating expenses. Skilled communicator and leader with reputation for forging strong business partnerships
and motivating cross-functional teams to succeed in achieving company and personal business goals.
PROFESSIONAL EXPERIENCE
EMC CORPORTATION, Backup & Recovery Systems (BRS)
Sr. Director, CS Theatre Lead – America’s
Sr. Director, BRS/DD Global Remote Support
Sr. Technical Support Manager
11/12-Present
6/11- 11/2012
1/11 – 6/11
Position reports to the Vice President of BRS Global Customer Service
Market segment responsibility: U.S., Federal, Mid-Market and Latin America
Responsible for global customer TCE/CSAT vis-a-via global support operations and key internal constituent
interlocks.
Span of BRS-CS control covers 3 U.S.-based support organizations and nearly 300 technical support engineers
8 Month Highlights:
- Business Intelligence (Tableau): established remote support operations metrics, KPI forums and
Account Activity Dashboard
- Staffing: established resourcing practice; created global mgmt forum to track progress against plan;
and established an interlock with HR to ensure staffing awareness and global resource needs.
o Hired 70 Technical Support Engineer between Q1 and Q2 2012
o Led efforts to establish DD presence in the Draper Ut facility in support of “solutionsbased” support strategy
- Establish a BRS remote support leadership interlock across all business units.
o First meeting held in Draper, UT facility in May 2012
o Resulted in a bi-monthly leadership interlock for best practice workflow sharing
 Escalations, POCs, and Federal Support
- Led the redesign of BRS’s “collaboration” strategy which includes: TSE Rotation Program; internal
collaboration tool re-launch/strategy; and TSE technology co-location across all support centers.
- Rebuilt critical support metrics, established TCE KPIs, and redesigned metrics review meeting
expanding it to include all support regions.
- Built the first ever “account level” view of a customer’s environment for proactive TCE
intervention (Account Activity Dashboard, Tableau Report)
- Supported efforts to establish critical “interlocks” with DevelopmentEngineering across all DD
technology pools such as File System, Hardware/RAID, VTL, Networking, and Troubleshooting.
- Senior member of Presales interlock contributing to the establishment of a BRS Global Services
Management Dashboard.
- Client Escalations: Senior contributor for BRS/DD “Code Red” implementation; authored global
“Executive Summary” communication tool; interlocked with field account teams during critical
DU/DL escalations for Hot Account and Critical Care.

2. NEIL FULTONPage Two
-
Client visits: Deutsche Bank (NY), MLB (NY), HSBC (APJ), Citi Bank (APJ); AT&T (WA), and
Avon (NY).
Senior contributor for two global BRS Support “All-Hands” meetings targeted to update both
Presales and Remote Support teams on key work stream and functional area projects.
Organizational Development: Successfully managed through three senior management changes with
minimal retention issues.
Established critical constituency relationships with senior level managers across Development
Engineering.
Leading efforts to establish a formal “Proof of Concept (POC)” support model for all BRS
Driving efforts to build out our support for the Federal space in conjunction with efforts in Draper,
UT.
UNIVERSITY OF CALIFORNIA, SANTA CRUZ EXTENSION
Assistance Instructor – “Introduction to Organizational Development and Change”
2009 - Present
Co-facilitate presentation of core course materials; provide real-world perspectives based on past professional
organizational experiences; provide updates on course content layout/format; and supply final exam/project
feedback for grading purposes.
NEIL FULTON CONSULTING, Sunnyvale, CA
Management Consultant
2004 – 2006
Retained by Tropos Networks, the leading manufacturer of metro-scale Wi-Fi outdoor wireless routers with
$100 million in annual revenue, to formalize technical support organization.Managed and implemented phase
two of instructor led training and created new e-learning training programs. Developed and documented critical
workflow processes. Created the process for Tropos’ deployment and diagnostic server (Insight).Enhanced
internal RMA processes by filling in the gap areas.Aligned service entitlement with industry
standards.Concurrently managed three technical support engineers and two field engineers and interfaced with
HP and Motorola executives regarding vendor/service partner contracts and RFPs.Subsequently retained by
Millennium Construction Corporation, an emerging residential construction company, to participate in start-up
activities.Created company’s vision and mission statement.Developed operating and financial models.
PROBUSINESS CORPORATION / ADP, Pleasanton, CA
Vice President, Technical Services Organization,(2002 – 2004)
Senior Director, Technical Services Organization, (2001 – 2002)
Director, Technical Services Organization, (1999 – 2001)
1999– 2004
Promoted to Vice President of Technical Services Organization for this financial administration services
provider with annual revenue of $170 million. Led strategic and operational direction of Technical Services
organization comprised of Field Operations, ClientResponseCenter, and presalesSystems Engineering
team.Restructured management, escalation, and service delivery teams.Managed 6 direct reports and 34 indirect
reports.Served on Corporate Development team overseeing post-acquisition integration activities following
ADP acquisition.Administered $6 millionannual operating budget.Reported to Vice President of Operations.
- Responsible for all strategic and tactical staffing programs/processes.
- Hired new management team and successfully created and implemented a vision and mission to
-
provide organization focus and purpose.
Hired two administrative positions designed to identify and document all customer/client touchpoints and provide associated measurements and service level agreements.
Created comprehensive escalation process that included engineering, IT and Client Services.
Created and established a customer/client technical severity level schema used across ProBusiness.
Created individual, management and department performance norms and objectives.

3. -
Drove the creation of a formal quarterly business review program.
Authored a formal focal performance review program based upon “past sustained performance.”
Responsible for three reductions in workforce with minimal employee moral loss or loss of key
talent.
Coached and develop individual and management talent across the organization.
Successfully met all budgetary goals over 4+ years.
Aligned all monetary aspects such as salary, merit increases and incentive/bonus to mirror
yearly/quarterly review messaging eliminating pay for performance disconnects.
3COM CORPORATION, Santa Clara, CA
Director, Global ResponseCenter,(1997 – 1999)
Group Manager, LAN and Volume Services,(1995 – 1997)
Technical Support Manager, NIC Team, (1993 –1995)
Technical Support Manager, NOS Team, (1992– 1993)
First Call Manager, Level 1 Support Team, (1991 –1992)
Technical Support Engineer, 3+Share LAN Team, (1988 –1991)
1988 – 1999
Fast track advancement based on consistent contributions to organization’s customer service and technical
support operations. DirectedGlobalResponseCenter for this leading provider of businesses integrated secure,
converged network solutions with annual revenue of $7 billion. Managed 12 direct reports and 220 technical
support engineers, worldwide.Integrated Primus “knowledge base” system for intellectual property capture and
reuse.Served as senior member of CSO Executive USR/3Com integration team.Administered $20 million annual
operating budget.Reported to Senior Vice President of Customer Service.
-
-
Senior member of CSO Executive USR/3Com integration team.
Introduced and implemented “Outsourcing” as a strategic competitive advantage.
Integrated Primus “knowledge base” system for intellectual property capture and reuse.
Implemented a 7x24 technical support program for North America.
Implemented transaction based customer satisfaction survey.
Designed and implemented strategic support program for 3Com’ fortune 500 companies – Premier
Services.
Designed and implemented a new service organization specifically aligned to the needs of the
Small Office Home Office and Small Enterprise customer.
Developed critical feedback loop (Quarterly Business Review) with Senior Product Division
Management to transfer product quality issues and the customer service experience.
Developed technical support delivery strategy for Small Office Home Office product lines.
Developed an organization based on a vision/mission of “Feel the Customer Experience.”
Achieved a significant competitive advantage through the development and implementation of
3Com’s inaugural “outsourcing” support strategy.
Responsible for building a “Best of Class” customer service technical support team largely based
on our vision/mission of “Feel the Customer Experience.”
Increased team from 16 engineers to over 50 in less than two years while the call volume increased
ten-fold.
Built a highly efficient recruiting program, which decreased the number of days to fill a job
requisition from 30 days to less than 5 days.
Led corporate-wide staffing initiative resulting in the expansion of 3Com’s presence at local and
national job fairs.
Designed and implemented Customer Service standards focusing on Quality Service Skills,
“Customer Care For Life” training curriculum, and interactive learning workshops resulting in an
85% approval rating from customer survey results.
Introduced transaction based customer satisfaction surveys, launched a homegrown system that had
a 48% survey response rate within 2 days of the customer transaction. Average industry
participation rate is 5 percent or less.

4. NEIL FULTONPage Two
EDUCATION/PROFESSIONAL AFFILIATIONS/CERTIFICATIONS
University of California, Santa Cruz
San Jose State University,
West Valley College
Member,
Human Resources Management Certification (4/09 GPA 4.0)
Business Administration Courses
Liberal Arts Degree (Associates, 1987)
Society for Human Resources Management (SHRM)