Oracle Corporation et al v. SAP AG et al

Filing 775

Declaration of Tharan Gregory Lanier in Support of 774 MOTION Defendants' Notice of Motion and Motion to Exclude Expert Testimony of Paul C. Pinto filed bySAP AG, SAP America Inc, Tomorrownow Inc. (Attachments: # 1 Exhibit 1, # 2 Exhibit 2, # 3 Exhibit 3, # 4 Exhibit 4, # 5 Exhibit 5, # 6 Exhibit 6, # 7 Exhibit 7, # 8 Exhibit 8, # 9 Exhibit 9, # 10 Exhibit 10, # 11 Exhibit 11, # 12 Exhibit 12, # 13 Exhibit 13, # 14 Exhibit 14, # 15 Exhibit 15, # 16 Exhibit 16, # 17 Exhibit 17, # 18 Exhibit 18, # 19 Exhibit 19, # 20 Exhibit 20, # 21 Exhibit 21, # 22 Exhibit 22, # 23 Exhibit 23, # 24 Exhibit 24, # 25 Exhibit 25)(Related document(s) 774 ) (Froyd, Jane) (Filed on 8/19/2010)

Oracle Corporation et al v. SAP AG et al

Doc. 775 Att. 5

EXHIBIT 5

Dockets.Justia.com

Paul C. Pinto

Resume

Paul C. Pinto 13525 Blakmaral Lane Alpharetta, Georgia 30075 (H) 770.667.6252 (C) 678.644.6170

Executive Summary
Mr. Pinto has dedicated his entire 24-year career to the field of Consulting Services. Through his professional experiences, he spent the first half of his career as a delivery agent assuming progressively more challenging roles in providing package implementation and system integration services to client organizations. The second half of his career has been focused on leveraging his consulting knowledge to serve as a backdrop for evolving his business management and leadership capabilities. Mr. Pinto prides himself on his understanding of the global consulting services business, and his ability to provide thought leadership to his clients. Mr. Pinto is a Managing Partner for Sylvan VI, an outsourcing advisory services agency that provides guidance around business process reengineering, software package selection, and Vendor implementations. In this role, Mr. Pinto is responsible for working directly with Fortune 1000 clients, and Influencers (e.g. Legal firms, Management Consulting Firms, Software Vendors...) on developing mutually agreeable outsourcing strategies, and associated implementation efforts. Prior to Joining Sylvan VI, Mr. Pinto carried the title of Vice President of Worldwide Consulting Services at Infor Global Solutions (a $2.3 billion software company). In this role, Mr. Pinto is responsible for optimizing the way the consulting team delivers services to its worldwide customers. This initial assignment, is that of a change agent, and is acknowledged to be a precursor to assuming full responsibility for the entire $660 million division, within the next 12months. Prior to his employment with Infor, Mr. Pinto carried the title of Senior Vice President of Worldwide Consulting Services for Epicor Software (a $560 million software company). In this role, Mr. Pinto was responsible for managing the P&Ls for $176M line of business, which includes the complete responsibility for the sale and delivery of consulting services to clients in 144 countries. Mr. Pinto is credited with retooling the consulting group, and attaining record revenue and profit growth. Prior to his employment with Epicor, Mr. Pinto served as a Senior Vice President for NIIT th Technologies (the 8 largest offshore-based consulting services firm). In this role, Mr. Pinto was responsible for managing a team of Business Consultants that provided business and I.T.centric advisory services to clients interested in performing vendor evaluations, business process outsourcing, ERP implementations, assessing project risks, and measuring the value of initiatives. Mr. Pinto was responsible for leading the 22 customer initiatives over his 5-year tenure. Prior to his employment with NIIT, Mr. Pinto served as a Managing Director with marchFIRST (a $1.6 billion consulting firm). Mr. Pinto was responsible for leading the Solution Development functions within the South Eastern region of the U.S., which delivered $27 million in annual revenues. Mr. Pinto is credited with increasing revenues by 125% within a one-year period, and significantly growing the client base and overall capabilities of the organization. For the majority of 90's, Mr. Pinto was employed by Computer Task Group (a $500M consulting services firm). Throughout his 7-year tenure with CTG, Mr. Pinto held multiple roles on a variety of client projects. He led a number of high-profile projects, provided guidance to

Paul C. Pinto

Resume

troubled projects, and served as a Management Consultant focused on providing I.T. advisory services to clients based in the South Eastern U.S. Mr. Pinto spent the early part of his career as a Business Analyst in Georgia Pacific (one of the world's largest manufacturer/wholesalers). Mr. Pinto provided project management, business requirements analysis and system design services to manufacturing plants around the world. Throughout his 5-year tenure, Mr. Pinto was credited with automating half of the company's production facilities and all of its field sales offices. Through Mr. Pinto's travels and experiences, he has come to possess a deep appreciation for the value of independent advisory services, which are administered from the perspective of global knowledge and first-hand experience. Over the last 8-years, Mr. Pinto has provided advisory services that have resulted in the acquisition and/or outsourcing of over $1.4B of services to external service providers located in Canada and Panama, and offshore venues in China, Eastern Europe, India, Singapore, Thailand, and most recently in Egypt.

Paul C. Pinto

Resume

Experience
Sylvan VI, Inc., Stuyvesant, New York. 2009 - present

Sylvan VI is privately-held, outsourcing advisory services agency, established in 2007. Sylvan VI represents a new breed of advisory services that is focused on providing big-4 quality management consulting services, but at a fraction of the traditional costs. The company provides unbiased vendor and package selection services, through its team of well-seasoned Advisors,

Managing Partner ­ Responsible for providing expert advisory services to U.S.-based clients
Accomplishments: Expert Witness in Dibon v. Chugach lawsuit · Provided Expert Witness analysis. Reviewed and analyzed the root cause for the failure of an application development effort, which included the assessment of historic project deliverables, and project management artifacts.. · Provide Expert Witness Report. Provided a report of my finding which included the analysis of the delivered code base, which confirmed that no copyright infringements occurred. Accomplishments: Advisor to The Outsourcing Institute (www.outsourcing.com) · Led the development of an online vendor selection process. Commissioned by the Outsourcing Institute to analyze and build an RFI/RFP development tool for use by premium subscribers to the Outsourcing Institute's services. · Provide advice and counsel to the Outsourcing Institute. Serve as Senior Advisor in matters of outsourcing trends and the interactions between Buyers and Sellers of outsourcing services. · Led effort to develop an online outsourcing marketplace. Led a study that was designed to understand how Buyers, Sellers, and Advisors interact through the relationship lifecycle. Then developed the interaction model in preparation for instantiation as an online tool. · Provide Match-making services between Buyers and Sellers. Based on a Buyer's specific requirements, I provide recommendations on Seller's that should be considered during the RFP process. Accomplishments: Advisor to Bausch & Lomb · Provide outsourcing advice and counsel. Worked with members of the executive team to develop and implement outsourcing strategies associated with Bausch & Lomb's Data Centers, Call Centers, and certain I.T. functions. · Facilitate vendor selection process. Worked with the staff to develop outsourcing requirements, and develop a long-list and subsequent short-list of potential vendors.

Paul C. Pinto

Resume

Infor Global Solutions, Alpharetta, Georgia.

2008 - 2009

Infor is a $2.3 billion privately-held, global software company, established in 2001. Infor is one of the largest software company's in the world, with a focus on providing best-of-breed solutions to meet business problems. The company provides software, services, and support to its 70,000 customers, through 9,000 employees located around the globe.

Vice President Worldwide Consulting Services ­ Responsible for optimizing the profitability of Infor's $660 million worldwide consulting services business, by driving 30% of the service delivery function to be provisioned from low-cost geographies. This is a new initiative within Infor, but deemed to be highly strategic.
Accomplishments: Change Agent · Increase Gross Profit Margin. Championing the effort to increase the Consulting Services Gross Profit Margin (GPM) from its current 19% (run-rate) up to 30% (run-rate) within the next 9 months. This is being done through a combination of increasing utilization, standardizing processes, and most significantly driving work to low-cost geographies. · Increase Utilization. Worked with the Consulting Services leadership team to identify a standard approach to acknowledging the "Hours Available to be Billed" and the methods for measuring Realization (as opposed to utilization). Developed new compensation plans that were based on driving GPM, and encouraged Consultants to focus on increasing billable hours as opposed to simply increasing the number hours worked. Cleaned-up the legacy projects where the team was delivering considerable Free-of-Charge (FOC) work. · Standardize Processes. Introduced the use of repeatable process (CMM Level 2) to the services team. Championed the effort to collect reusable artifacts and establish a library of standard processes and deliverables. Introduced deliverable-based, fixed-fee engagement pricing that is based on historic metrics and the use of pricing models, as opposed to the traditional time & materials based pricing. Also introduced an appreciation for understanding the cost-to-company of a field Consultant, which includes the acknowledgment of all associated burden and overhead costs. · Establish the use of Low-cost Geographies. Prior to my joining the organization, Infor delivered all Consulting services from within the local geographies. Over my 5-month tenure, I have established a 200-person Center of Excellence (CoE) in Hyderabad India, where the fully burdened cost-to-company of a Consultant is $13.51/hour. Within the next 2-months, I will put a similar-sized, low-cost, facility in Monterrey Mexico. In order to drive work to these low-cost CoEs, we have frozen all hiring at the field level.

Paul C. Pinto

Resume

Epicor, Irvine, California.

2006 - 2008
th

Epicor is a $630 million global Solution Provider, founded in 1987. Epicor is the 6 largest ERP software company in the world, with a focus on providing industry-specific software to satisfy business problems. The company provides software, services, and support through its 2,300 employees located in 144 countries.

Senior Vice President of Worldwide Consulting Services (Atlanta)­ responsible for
leading a team of Management Consultants, based in the U.S. and U.K., that provides businesscentric advisory services to clients. While this team delivers $6.4M annually, it also served as the arrowhead for driving follow-on services. Mr. Pinto is also responsible for managing a $108M P&L, which includes the full responsibility for the delivery of services to a worldwide client base, and managing the deployment of 640+ consultants across 150+ active projects. Accomplishments: Business-centric Advisory Services · Business process reengineering. Worked with Manufacturing, Distribution, Business Services and Retail clients that were interested in gaining operational efficiencies by better understanding their business processes. The typical engagement included business process modeling; high-level information needs analysis, value-chain analysis, and financial modeling. These engagements were focused on removing low value-added activities and determining the best way to leverage technology to truly serve the needs of the business. · Shared services. Worked with clients that were interested in taking advantage of the inherent economies of scale associated with running multiple businesses. These engagements include analyzing business functions that are similar across multiple business entities, identifying best practices, and establishing consolidated centers of excellence. The back office accounting functions (AR, AP, GL, C&C) and Order Entry are always identified as being viable and are then subsequently consolidated. These engagements were focused on reducing overall operating costs, in an unbiased manner, and resulted in a 22% - 30% cost savings, and a 12 ­ 18 month ROI. · Sourcing. Worked with large clients that were interested in harnessing the buying power of their entire organization, or were interested in participating in a cooperative buying arrangement with other entities. These engagements were centered on large clients with significant spending (>$1B annually) on indirect goods, who were yet to engineer their sourcing function. These engagements focused on reducing overall spending, and resulted in a 5% - 8% cost savings, and a 14 - 21 month ROI. · Business process outsourcing. Worked with clients to help them appreciate which business functions were truly core to their business, and which functions were viable to be outsourced to an external service provider. The typical engagement included business process analysis, value-chain analysis, technology risk assessment, and outsourcing vendor and venue evaluations. These engagements were focused on reducing headcount and operational costs, while also increasing the quality of service. These engagements resulted in a 25%-35% cost savings, and an 8 - 14 month ROI. Accomplishments: Change Agent · Leverage low-cost geographies. Performed the strategic needs analysis and financial analysis to identify the internal and client-facing business functions to be outsourced to lowcost venues. As a result, identified and established facilities in Monterrey Mexico, Bratislava Slovakia, Kuala Lumpur Malaysia, and most recently Cairo Egypt. Each of the selected venues were then designed and staffed to specialize in providing a specific business function that was best suited for the skill sets and languages available in the region. · Right-sizing staff mix. Analyzed staff utilization, the physical location of staff members, and client needs, then developed staff migration plans that resulted in replacing 22% of the local staff with resources located in low-cost geographies. The resulting salary arbitrage increased Gross Profit Margins by 300 basis points within 18 months.

Paul C. Pinto

Resume

·

M&A activities. Led the due diligence process for 4 acquisition candidates, which resulted in the acquisition of a Canada-based Software firm, and an Australian-based System Integration firm. Developed accretion models, staffing models, shared services models and outsourcing plans for the acquired entities. Presented due diligence results to Board of Directors for review and approval of decisions. Also, Integrated the acquired entities into Epicor's functional lines of business.

Accomplishments: Consulting Leadership · New revenue streams. Led the initiative to enhance Epicor's unique selling proposition to include the provisioning of total solutions to business problems. This represented a significant evolution from merely positioning packaged software and implementation services. As part of this initiative, the Consulting Services Group evolved a Partner-model, and added a set of enhanced service offerings, which encouraged the client to engage Epicor as the vendor of choice for all required services. On the front-end, these services include a full suite of independent advisory and BPO readiness services. On the back-end these services include End-User Application Support, Hosting, and Business Process Outsourcing. · P&L management. Manage a $108 million P&L, while increasing year-over-year revenues by 30%, and growing the Gross Profit Margin by 400 basis points within a 2-year period. These financial goals were achieved by taking advantage of the natural economies of scale and leveraging low-cost geographies. At no time was there a reduction in force (RIF), nor were billing rates increased. · Direct the service delivery function. Lead and participate in the delivery of independent advisory services, and oversee and monitor the delivery of all follow-on services to include package implementation and managed services associated with 640+ billable Consultants, speaking 38 languages. Over the last 2-years of my tenure, the Management Consulting Practice provided business advisory services to: Apogee Holdings, Blackstone Group, Ericsson, FracTech, JCI, Standex, Thomas Scientific, Total Pipeline, VWR, and a number of other smaller companies. This team was comprised of 2 Senior Managers, each with 8 senor-level Consultants. One 9-person team is located in the U.S. and focused on providing advisory services to U.S.-based clients. The other 9-person team is based in the U.K. and is focused on providing advisory services to clients located in Europe, and Asia. The average experience-level of the Consultants is 16-years of industry and domain knowledge. In 2007 the team billed a total of $6.4 million of revenue, with a 52% Gross Profit Margin. The team maintained a utilization rate of 74% with an average blended billing rate of $271/hour, with each team member focused on driving personal billings and developing new business.

Paul C. Pinto

Resume

NIIT Technologies, Atlanta, Georgia.

2000 - 2006

In 2006, NIIT was a $270 million global consulting services firm, founded in 1981. NIIT provided a full range of technology advisory, system integration and application development services through its global th delivery model, 38 worldwide offices, and 5,000 consultants. NIIT was ranked as the 8 largest offshorebased I.T. consulting services company, and was assessed at CMMi Level 5. Senior Vice President (Atlanta) ­ Responsible for managing a team of Business Consultants that provided $5.7M (annually) of Business and I.T.-centric advisory services to clients located in the U.S. market. This team acted as trusted advisors and encouraged client's to select NIIT as the service provider of choice, where it made good business sense to do so. Mr. Pinto was credited with driving the sale of $72M in follow-on services to NIIT, on an annual basis. Accomplishments: Business and I.T. Centric Advisory Services · Vendor and product evaluation. Worked with clients to develop business requirements, identify viable products and vendors for consideration, and facilitate the selection process. The typical engagement included the development of cost-benefit analysis, ROI analysis, the preparation and review of contracts, and the assessment of project and technical risks. These engagements were focused on gaining consensus and shortening the selection process. These engagements always resulted in an agreed upon vendor being contracted, and were completed in 3 ­ 6 months. · Risk and readiness assessment. Worked with clients to help them understand the business, financial, technical, and personnel risks associated with any type of initiative or project. The typical engagement included the formal assessment and weighting of risk probabilities and severities, along with the development of mitigation strategies. These engagements were focused on providing piece of mind to executive management and stakeholders. These engagements were completed within 2 ­ 4 months. · Business process outsourcing readiness. Worked with clients to help determine their readiness to outsource, and to streamline and implement formal processes as a precursor to an outsourcing event. The typical engagement included value-chain analysis, cost/benefit analysis, manpower impact analysis, and transition planning. These engagements were focused on making the client ready for outsourcing and managing the transition in a controlled manner. These engagements served to significantly reduce the risks associated with outsourcing, and ran the duration of the transition effort (3 ­ 6 months). · Direct process and quality initiatives. Worked with clients to institutionalize the processes and methods that were required to make their processes measurable, repeatable, manageable, and able to be optimized. The typical engagement included the development of process maps, and the associated KPIs required in order to appreciate the important components of their business. Most clients simply wanted the benefits associated with optimization, while other clients sought to attain one of the following certifications: CMMi, Six Sigma, PMI, ISO 9000, and BS7799.

Accomplishments: Sales Leadership · Direct the sales function. Revamped the sales function to be able to appropriately represent the full-suite of service offerings within the target the Financial, Business Services, Software, and Transportation sectors (by revenue and geography). Fostered a measurement-based model that awarded high-performers and encouraged weak-performers to deselect themselves. Conducted weekly, monthly, and quarterly status reviews to include the review of pipeline, order backlog, revenues, and projections. Perform consistency checks on projections, and performance reviews. Over 70% of the team reached their revenue and gross profit margin quotas, and earned over 100% of their variable compensation. · Relationship management. Established the relationship with key partners (BlackBaud, CheckFree, DEI, FirstWave, InterWorld, Microsoft, Mercury, PeopleSoft, Rational, and SAP); which allowed NIIT to VAR and implement certain products.

Paul C. Pinto

Resume

Accomplishments: Change Agent · M&A activities. Led the due diligence process for 6 acquisition candidates, which resulted in the acquisition of an America-based Management Consulting Services firm, a Germanybased System Integration firm, a U.K.-based Software firm, and an India-based Business Process Outsourcing firm. Developed due diligence templates, financial models, and valuations as part of each due diligence process. Met with key clients, critical employees, and major stakeholders to confirm long-term viability of the businesses under consideration. Presented due diligence results to Board of Directors for review and approval of decisions. Also, Integrated the acquired entities into NIIT's lines of business. · De-merger activities. Participated in the de-merger of NIIT Technologies (Consulting Services firm) from NIIT Education (Education firm), which resulted in increasing the market capitalization of both entities. De-merged all policies, procedures, finances, systems and staff, to include the separation of office space and bringing the newly spawned entity into SOX compliance within 1-year. Over a 3-year period the Consulting Practice provided outsourcing advisory services to: Ajilon Consulting, Allstream, Coles Meyer, Corporate Express, Cushman & Wakefield, EarthLink, ING Financial, Mass Mutual, Office Depot, Sabre Holdings, SEI Investments, Thrivent Financial, and Utica National, along with a number of midsized companies. The Consulting Practice was comprised of 2 Senior Managers, with each managing 7 senor-level Consultants. Each Consultant had an average of 18 years of industry experience coupled with specific domain knowledge. In 2005, the team billed a total of $5.7 million of revenues, at a 45% Gross Profit Margin. The team maintained a utilization rate of 77% with an average blended billing rate of $261/hour. During his 6-year tenure with NIIT, Mr. Pinto championed 25+ executive-level, client-sponsored, site visits to outsourcing venues in China, India, Eastern Europe, and Central America. In this capacity, Mr. Pinto led trips to perform due diligence, review vendor operations, and formally assess the risks associated with doing business in low-cost geographies.

Paul C. Pinto

Resume

marchFIRST (formerly Whittman-Hart), Chicago, Illinois.

1999 - 2000

marchFIRST was formed as the result of the merger between Whittman-Hart and USWeb/CKS. At the time, the combined entity was advertised as the world's largest pure-play consulting company. marchFIRST offered its clients a full range of services in the areas of business strategy, creative design, and I.T. consulting services. marchFIRST was made up of 9,000 employees and 72 worldwide offices, with revenues of $1.6 billion.

Managing Director (Atlanta) ­ Responsible for managing the Sales and Solution Development
functions at a regional level. The role was based in Atlanta with a primary focus on serving clients within the Southeastern United States, and driving $27 million of revenue. Accomplishments: Direction Setting · Develop market segmentation and research. Sponsored the development of market plans based on geographic/city segmentations, client industry focus, client revenue size, and competitive threats. This included the identification of target industries and clients. · Develop competitive analysis. Conducted market research on competitors in the Southeast region. The research included analysis of competitor size, delivery capabilities, pricing and win strategies, and market focus. · Develop industry practices. Structured the sales team to proactively focus on the industries that are prevalent in the marketplace. This included the Manufacturing, Retail, and telecommunications sectors. Accomplishments: Staff Development · Establish the marketing organization. Developed a marketing team that focuses on driving public relations and name recognition in the local marketplace. The marketing team also launched and ran ongoing awareness campaigns. · Grow the sales organization. Hired 15 Account Executives within one-year. Established the opportunity pursuit policies and procedures resulting in the attainment of a 34% win ratio. Accomplishments: Customer Relationship Management · Establish and maintain relationships with strategic accounts at the executive level. The focus was on developing long-term relationships that were mutually beneficial to the client (in the form of solutions to business problems), and to marchFIRST (in the form of referencable and repeatable business.) · Establish the sales process through the introduction of solution-based selling and MillerHieman approaches. The sales process included the tracking of opportunity pipeline, rolling 90-day forecasts, close rate, revenues, gross profit margin, and gross profit dollars. Also championed the implementation of a Sales Force Automation tool. Accomplishments: Manage Relationships · Establish and maintain relationships with strategic accounts at the executive level. The focus was on understanding the client's business vision and demonstrating the positive impact of value-based consulting services, to the bottom line of their business. · Establish and maintain relationships with alliance partners at the executive levels. The focus was on building and maintaining relationships that are mutually beneficial. Established and maintained relationships with Blue Martini, I2, InterWorld, Oracle, Cisco, PeopleSoft, Microsoft and a variety of tier three product vendors. Accomplishments: Revenue and Profit Contribution · Grew revenues from $12 million to $27 million. · Grew gross profit margin from 42% to 58%. · Reduced cost of sales from 11.5% to 8.1% of revenue.

Paul C. Pinto

Resume

Romac International, Tampa, Florida.

1999 - 1999

Romac International was a $500M recruiting and staffing firm that resulted from the merger of Romac and Source Consulting.

Director (Atlanta) ­ Responsible for starting a new line of business that offered strategic consulting services to existing Romac clients.
Accomplishments: Business Start-up · Go-to-market strategy. Developed the unique selling proposition, and pricing model for services. · Established the sales function. Hired 1o Account Executives within six-months. Established the opportunity pursuit policies and procedures. Lead sales activities associated with acquiring the initial clients.

Paul C. Pinto

Resume

Computer Task Group (CTG), Buffalo, New York

1992 to 1999

CTG was a tier two consulting firm, with annual revenues of $500M in 1999. CTG specialized in providing Package Implementation Services, Application Maintenance Outsourcing Services, and Custom Application Development Services to clients in the U.S. and U.K.

Director of Business Consulting (Atlanta) ­ Responsible for acting as a trusted advisor to clients, extending existing business and developing new client relationships.
Accomplishments: I.T. Centric Advisory Services · Package software evaluation. Worked with clients to identify business and technical needs, identify a long-list of suitable software packages, and then facilitate the package selection process. The engagements included the development of rating and weighting methods, conducting scripted product demonstrations, vendor site visits, and administering proof-ofconcepts. Led numerous evaluations that resulted in the selection and subsequent implementation of GEAC, JDEdwards, Oracle, Peoplesoft, and SAP. The typical engagement duration ran between 4 ­ 8 months depending the number of shareholders and the number of modules being evaluated. · Program and project management. Managed strategic client programs and provided oversight on a variety projects. Applied formal methodologies, budget management, status reporting, change control, issue and risk management, and expectation management tools and techniques. Managed a $220M program for BellSouth that was focused on consolidating a number of U.S.-based call centers. The program involved team members from 5 different entities and spanned 2-years in duration. · Technology infrastructure assessment. Worked with clients to assess the ability of their I.T. and communications infrastructure, to meet the future needs of the business. These engagements included the analysis of hardware, software, and networks. Evaluated the alignment of technology to business needs, and made recommendations for improvements. The typical engagement ran between 2 - 4 months in duration. · Methodology development. Worked with clients to develop in-house methodologies for Custom Application Development, and Package Selection. As part of these projects, a number of reusable assets were developed to include: processes, techniques, tools, templates, sample deliverables, and estimating metrics. Accomplishments: Sales · New account development. Opened and developed new accounts (Arthritis Foundation, The Coca Cola Company, BellSouth, Cox Communications, Delta Airlines, Georgia Pacific, ITT Institute, Kaiser Permanente, SunTrust, Wachovia, and Worldspan) by winning and staffing consulting engagements, which led to follow-on implementation services. · Account penetration. Provided advisory services to a variety of projects within existing key accounts (American Dairy Goats, Compaq, Kimberly Clark, Lend Lease, Nations Bank, Palm Beach County...) · Pre-sales support. Provided support to Sales Executives in the form of participation in fourlegged sales calls, solution development, and proposal preparation. · Increase sales revenue. Personally accounted for $11 Million of new orders within the last two-years of my tenure. The Business Consulting Team was comprised of 10 Consultants, all located in Atlanta and focused on serving clients located in the South Eastern U.S. In 1999, the team billed a total of $3.6 million of revenue, with a 42% Gross Profit Margin. The team maintained a utilization rate of 80% with an average blended billing rate of $211/hour. During his 7-year tenure with CTG, Mr. Pinto is credited with evolving CTG's South East region into a project-centric business, as opposed to its legacy staffing-company model. Mr. Pinto introduced the use of fixed fee projects, scope management, and change control, all of which served to elevate the level of value that CTG could provide to its clients.

Paul C. Pinto

Resume

Aetna Life & Casualty, Hartford, Connecticut.

1991 to 1992

Aetna, one of the World's largest insurance companies, was divided into 17 distinct business units. In order to support the consulting needs of these business units, Aetna fostered an internal consulting group: Aetna Strategic Consulting.

Business Consultant (Hartford) ­ Responsible for providing information technology consulting
services to Aetna's Small Business Market Unit, which was tasked with providing insurance to businesses with less then 7 employees. Role: Technology Advisor · Provide technology direction to the Executive management team regarding the usage of technology as a competitive advantage. This included providing advice on optimizing ROI on specific technology ventures while delaying investments in unproven or low-yield technologies. · Manage all system development activities related to Aetna's Small Business Market Unit. Coordinated system development environment with over 20 projects being conducted in parallel. The projects included an ERP implementation, client/server custom development, mainframe development, and operations maintenance. · Coach project teams through the system development life cycle using the James Martin methodology. Transferred system development knowledge to project team members. Transferred project management knowledge to Project Managers. Trained project teams in fulllife cycle development using James Martin methodology and IEF toolset. Delivered a Sales Management System, and Insurance Rating System. · Provide technical lead for Information Strategy Planning study using customized Information Engineering methodology. Facilitated joint requirements gathering sessions. Deliver Information architecture, Business System architecture, and Technical architecture, as well as follow-on plans. · Evolve and implement a standardized system development methodology. Delivered the James Martin methodology customized for internal use.

Paul C. Pinto

Resume

Georgia Pacific (formerly James River), Norwalk, Connecticut.
rd

1986 to 1991

James River was the world's 3 largest paper manufacturer, headquartered in Richmond Virginia. In order to serve their 70 worldwide paper mills, James River developed an internal consulting group focused on process engineering, MRP, DRP, and cell control implementation services.

Business System Manager (Connecticut) - Responsible for providing information technology
services to U.S. based paper mills. Role: System Development Coordinator · Responsible for the introduction of Information Engineering to the manufacturing business area. Responsible for successfully implementing a standardized system implementation and enhancement methodologies (James Martin) in the organization. · Responsible for day-to-day project management, including the development of project charters, project plans, project workplans, and management of risk, change, issues, quality, communications, status reporting, knowledge base, and budget. Led Business Area Analysis project around the manufacturing area using the James Martin methodology and IEF tool set. Conducted JAD session to build process and data models. · Responsible for day-to-day project management. Managed the development and implementation of organizational restructuring plan in accordance with Information Engineering required environment.

Lead Analyst ­ Responsible for the implementation of Information Engineering and CASE tools.
Role: Phase Leader · Participate in the development of the technology infrastructure required to support the strategic development environment. Participated in Information Strategy Planning (ISP) study using the James Martin Methodology. Delivered information architecture, logical business models and follow-on plans. · Lead phases of office automation project, which resulted in the connectivity of 30 field sales offices using NOVELL across a Token Ring network, connecting remote PCs to IBM servers. · Participate in corporate wide database evaluation study, which resulted in the establishment of SYBASE as corporate wide standard. · Participate in corporate-wide cell-control evaluation study, which resulted in the establishment of FACTORY WORKS as a corporate wide standard. · Responsible for participation in projects and ongoing system maintenance. Participated in LAN/WAN evaluation, which resulted in James River / 3COM strategic partnership.

Education
Central Connecticut State University, New Britain Connecticut, 1985. Bachelors of Science Degree in Computer Science, Minor in Business Administration.