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R U S S E L L K.

Newtown, CT 06470 (203) 364-9655 RKCernick@aol.com DIRECTOR OPERATIONAL EXCELLENCE / IMPROVEMENT Inspired, value-stream driven leader with an impressive record of success in achieving and sustaining results. Steadfast in revitalizing and enhancing business operations/processes. Skilled at eliminating waste and variability to drive strong and maintainable productivity gains and cost reductions by spearheading agile Lean Sigma and other comprehensive business process methodologies. Adept at problem-solving and creating innovative solutions to complex challenges. Lead-by-example personality that fosters employee engagement, high team morale and dedication to operational excellence and continuous process improvement. OPERATIONALEXCELLENCE / IMPROVEMENT EXPERTISE Team Building, Mentoring & Trust Based Leadership Conflict & Change Management Application Metrics Design, Implementation & Analysis Project Development and Management/SDLC Emotional Intelligence Application Six Sigma Black Belt Operations Process & Efficiency Improvement Organizational Design & Transformation Customer Centric Focus Lean Enterprise Tools

HIGHLIGHTS OF PROFESSIONAL EXPERIENCE QUICKCOMM, INC. (a Vodafone Company), Sandy Hook, CT 2010 to April 2013 Manager of Compliance / Operational Excellence Leveraged Business Process Improvement expertise. Formulated metrics based performance tracking and reporting for all corporate operational departments. Designed and implemented Balanced Scorecard Metrics, Operation Level Agreements, Key Performance Indicators, Trending Analysis and Benchmarking. Worked hand-in-hand with IT team. Embedded work-flow transactional metrics into enterprise SDLC. Produced better qualitative back-end metrics analyses and reporting. Increased quantitative metrics by 75%. Championed corporate (U.S., EMEA, & APAC) Continuous Improvement Documentation initiative. Utilized IDEF0 Business Process Modeling. Collaboratively worked with all levels of management. Applied ICOMs process standards. Decomposed functional flow of lifecycle business processes into Core Processes, Sub-Processes, Inputs, Controls, Outputs, Mechanisms, Activities, Tasks, Procedures and Work Instructions. Formulated business case and benefits analysis for C-Level management. Objectively substantiated that employing detailed, comprehensive, formally documented Work Instructions during new hire on-board training eliminated $4200 of non-value added costs over the first 8 weeks of training for every new hire. Eliminated non-productive expenses totaling $750,000. Mentored Global Operations Data Solutions Managers during departmental realignment. Analyzed data staging, data development (ETL development and maintenance) and data in-life operations. Utilized BPM expertise and optimized Lean Six Sigma quality methodologies. Overhauled ineffective and inefficient processes into optimized value-added processes. Decreased operating expenses by 10%. Increased throughput by 30%. Through perseverance, change management and driving of continuous improvement methodologies, transformed a small U.S. focused TEMs Data Solutions team into a Globally Recognized High-Performance Vodafone Data Solutions department. Objective Accomplishments: Created and deployed formalized Incident and Escalation Management processes Championed and structured formalized departmental Norms Developed and established SharePoint site as the centralized sharing platform for the collection and dissemination of essential department information Managed difficult situations within cross-functional teams. Led productive change across those groups Authored and administered new hire training and employee re-training program Infused Lean, Six Sigma, BPM and SDLC methodologies into existing corporate quality practices. Enhanced and expanded quality focused process tools and metrics into daily operations. Gained operational control of previously unconstrained business processes. Initiated ISO 27001 certification and oversaw SSAE 16 audits.

RUSSELL K. CERNICK CERNICK CONSULTING SERVICES, Newtown, CT 2002 to 2010 Owner / Senior Business Consultant Advised organizations in generating cost effective, highly functional operations processes and procedures. Specialized in customer service, fulfillment, distribution, administrative, process improvement and new venture start-ups. Designed project feasibility, evaluation and start-up plan for new US/Chinese based company. Provided client with a method to minimize lead and processing time while also reducing risk to potential investors. Administered Lean Sigma techniques to eliminate waste and variability, facilitate workflow, and assure optimum value-stream utilization. Composed business plan and operations strategy for a website offering resources to empower working women. Cultivated and nurtured working relationships with all levels of consulted organizations and their customers. Drew out vital information required to produce first-rate consulting results and first-class customer service. SHARE THE WORD CHRISTIAN BOOKSTORE, Newtown, CT 2005 to 2007 Co-Owner / Managing Director Started Business. Analyzed marketplace, created strategic, operating and tactical business plans. Accountable for P&L and cost reduction initiatives. Created a business operating blueprint that identified core strengths and architecture for customer centric strategy. Authored inventive customer-for-life retention programs. BRANDDIRECT MARKETING, INC., Shelton, CT 2000 to 2002

Vice President, Operations Led operations department, third party fulfillment and logistics providers, media and order processing, fulfillment processing, marketing operations, quality control, new initiatives, new program client product set-ups and client issuer/acquirer billing interfaces for a $250M affinity marketing company. Built operational business relationships with clients and operations' vendors. Defined client requirements and translated them into operational processes and procedures. Worked closely with internal IT group and clients IT groups. Negotiated and approved operational contracts. Established a multi-department cross-functional team where all operational initiatives affecting internal and external customers were score carded. Feedback helped increase overall operational efficiency by 26%. Set-up internal operations structure, processes, policies and controls in order processing, payment processing, customer interaction and rebate redemption. Developed and executed corporate operations strategy and tactics. Rebuilt operations infrastructure and re-focused strategic direction in department. Implemented systemic approach to timely and effective Q.C. error resolution, key indicator exception reporting and operations process management. Gained efficiencies saved $1.4M in operating expenses. Assisted C-level management in systematically shutting down operations department due to company bankruptcy.
WORLD BOOK, INC., Chicago, IL 1991 to 2000

Director, Corporate Operations Examined, budgeted and supervised outsourced third party and in-house fulfillment operations. Responsible for fulfillment, distribution, sales support, customer service, collection operations, vendor management and program management for six World Book business units. Consolidated five divisional operations groups into one corporate operations department. Reduced in-house staff from over forty employees to twenty-six employees, while expanding the scope and the workload of the department. Reduced salaries by $500K.


Piloted major fulfillment conversion to outsourced third party fulfillment vendor for World Book's largest sales division. Outlined and oversaw transition strategy and tactics required for conversion effort. Responsibilities included: - defined business requirements, performance standards and negotiated fulfillment contract - researched, selected and reviewed third party fulfillment provider candidates site visits, fulfillment system analysis, physical fulfillment analysis and in depth reference reviews - project management of conversion effort - worked with software developer to define operational functionality of system - managed conversion of fulfillment data - trained outsourced fulfillment staff - planned physical movement of inventory Executed conversion effort from pre-planning to "live" date in five months without any interruption to operational or business activities. Gained efficiencies and reduction in operating costs exceeded $1.6M annually. Controlled $8.3M budget. Led, coached and motivated in-house operations staff of twenty-six professional and clerical employees. Managed seven outsourced 3PL providers and respective staffs of over two hundred employees.
EDUCATION AND CERTIFICATES Six Sigma Black Belt Certification Institute of Technology and Business Development Central Connecticut State University, New Britain, CT Lean Enterprise Tools Certification Institute of Technology and Business Development Central Connecticut State University, New Britain, CT Project Management Certification Leadership Resource Institute Central Connecticut State University, New Britain, CT 21 Century Leadership Certification Leadership Resource Institute Central Connecticut State University, New Britain, CT Communication Studies - Governors State University, University Park, IL Resource Management - Eastern Illinois University, Charleston, IL PROFESSIONAL AFFILIATIONS Operations Focus Expert Group American Society for Quality The Emotional Intelligence Network Operations Excellence Group APICS Lean Six Sigma HIEQS Toastmasters International Process Excellence