Every Manager’s Favorite Project Manager
Scot Herrick is an experienced Project Manager in all phases of project management. He has both managed Project Managers as well as implemented projects as an individual contributor. He has worked with some of the largest organizations in the country to produce and enhance both internal and customer-facing systems. He has implementation experience in products and process, business and technology, from individual products to enterprise-wide systems.
Having worked in many large-scale efforts, Scot is adept at collaborating with team members who are both geographically and culturally diverse, including both internal and outsourced resources. He works to identify and solve problems before they impact the project resources and timeline.
Project management and steady state management, customer implementations, process engineering, service and call center management. Managing people for results.
September, 2010, to present
TeamSoft, Inc. July, 2012, to present
TeamSoft, Inc., offers exceptional consulting, contracting, recruiting, and training services.
Codeworks, Inc. September, 2010, to April, 2012
Codeworks, Inc., provide expertise in all major technology platforms and have specialized expertise in the banking, securities and insurance processing industries.
2006 to present
Cube Rules, LLC is a firm focused on providing products and services to career-minded individuals.
Principal, Cube Rules LLC
June, 2002, to January, 2008
Washington Mutual Bank provided financial services to consumers and small businesses and was America’s largest savings and loan association.
Service Desk Manager
Manager of a team of nine escalated support analysts responsible for resolving escalated business and technical systems issues for mortgage loan officers and brokers.
Service Level Improvement Manager
Manager of a team of nine analysts responsible for improving technology service to internal clients through scorecards reporting, service improvement plans, and relationship management.
Responsible for the workforce optimization, process execution, customer satisfaction, and quality service delivery of US and off-shore call center environment focused upon technical and application support to internal employees and external customers.
Sr. Enablement Manager
Managed a team of seven responsible for the telephony, ticketing, and knowledge-base systems supporting a four-state, 100-person technical support call center environment. Duties included management of the relationship between center management and the application owners supported by the call center, including the problem analytics reported to the centers for the supported applications.
July, 2000, to May, 2001
Oracle Corporation is one of the major companies developing database management systems (DBMS), tools for database development, middle-tier software, enterprise resource planning software (ERP), customer relationship management software (CRM) and supply chain management (SCM) software.
Director Client Solutions
Cultivated development of business for consulting services to assigned Fortune 500 telecom accounts. Accomplishments included exceeding year-to-date booking objectives of $12 million. In a corporate reorganization in May, 2001, the Client Solutions Director position for Telecom was eliminated in America.
May, 1982, to July, 2000
AT&T Inc. is the largest provider of both local and long distance telephone services, wireless service, and DSL Internet access in the United States.
Director Enterprise Service System Operations
Provided project management for replacement of existing enterprise resource planning system to Oracle software suite. Affected departments included: contract administration, call center management, national field service operations, materials management, customer billing, Managed Services, and full financial interfaces. Ultimate accountability and success were measured as effective management of the operational delivery of customer service within defined service level agreements to meet contractual obligations at reduced costs.
Director Service Center Implementation
Managed the activities and performance of a twenty two-member management team delivering contracts and new services customers (e.g., Dow Chemical and Comerica Bank) to the Managed Services environment. Three managers in the team were promoted during my tenure in this position.
Manager, Service Center Implementation
Managed the migration of large, complex customer processes and systems from the customer legacy system environment into the Managed Services environment, including the two largest contracts implemented by the company.
Senior Project Manager
Responsible for the implementation of multiple products, including voice, video, and data, into the customer’s environment. As a team member, supported the business conversion of five disparate IT systems into a singular enterprise system. Responsibilities on this team included creation and implementation of the pre-sales process, training of the pre-sales process to managers across the company, and conversion of existing service requests to the system.
Consultant, System Design
Provided voice and video system design for standard company products. Fully supported the sales effort with the account team including customer presentations, technical sales, and proposal development.
Responsible for business development in large commercial and governmental accounts. Exceeded all revenue objectives.
At this time I am not working with a recruiting firm and no one is authorized to act on my behalf.