Jim Yemm's Email Addresses & Phone Numbers

📖 Summary

Senior Manager - Delivery Lead @ Accenture Responsible for managing daily operations for 150 Accenture resources in global delivery solution in Financial Operations, IT Operations and Customer Service for Accenture leading clients in Financial Services, Communications, and Consumer Goods operating units• Manage Global Delivery Operations for Top Tier clients at Accenture • Lead teams in the areas of Application Development, Application Maintenance, Business Process Outsourcing, and Program/Project Management.• Establish strategic and operational plans to invigorate sales and refocus the business for future growth• Accountable for implementing operations optimization plan to improve team productivity, process adherence, contract governance and thus achieving high performance delivery & account stabilization• Responsible for the PMO team to generate and monitor monthly SLA’s, KPI and financials reports for client review and discussions• Managing client stakeholder relationships – reviewing contract financials, SLA and deliverables reporting• Managing the delivery team (onshore and offshore), overseeing the deliverables and execution as per the project plans and contract agreements • Ensure compliance to the Delivery Operating Model and Client Processes• Accountable for managing upcoming demand and resource management of the team by working with client executives• Measure and monitor demand to make sure demand is met on a timely basis and within budget, and that expectations are met or exceeded• Resolve issues that affect demand SLA’s, scope, quality, schedule, budget, and resources. General Manager @ Doane Advisory Services Led multi-media provider of trusted information, advice and business solutions to the agricultural industry• Established strategic and operational plans to invigorate sales and refocus the business for future growth• Full P&L responsibility for business unit and operating performance for three business segments• Developed and implemented customer relationship management (CRM) solution for existing clients and targets• Designed integrated work flow process for clients to better utilize the data for insights/analytics From 2008 to 2009 (1 year) Senior Business Leader @ Infosys Managed global consulting practice for Fortune 150 global clients• Managed $50 million global services practice for an IT technical services and consulting firm• Full P&L responsibilities for clients in the CPG, Retail and Distribution business unit• Managed divisional planning and analysis areas along with performance management initiatives• Developed proposals for new business development initiatives and expansion of existing business From 2006 to 2008 (2 years) Director @ MasterCard Developed and implemented business solutions for the Loyalty Consulting Services practice• Managed $40 million global service delivery operation for rewards fulfillment including travel services, gift cards/gift certificates, merchandise, cash back, and client communications materials• Improved fulfillment operations for on-time delivery from 74% to 99% via process improvement methods leveraging Six Sigma foundational processes• Led vendor management RFP process – resulting in reducing the number of vendors from 12 to 6, and negotiated performance and volume incentives with each vendor• Identified international business partners for global expansion including call center/customer care providers, international travel companies, and product fulfillment providers From 2003 to 2006 (3 years) Project Director @ Resources Global Professionals Managed client engagements for including IT infrastructure, project management and project team leadership• Managed SOX 302 and 404 engagement focused on process review and documentation• Developed strategic communications plan for a $25 million ERP (Oracle) implementation for four operating companies, 150 legacy systems, 8 functional areas, and 24,000 company wide users• Managed client relationships, determining staffing requirements and assignments, with overall project management responsibilities for 25 person project team From 2002 to 2003 (1 year) Senior Manager @ PricewaterhouseCoopers Senior consulting leader responsible for developing and implementing cost reduction projects through business process improvements. (Industry experience includes – Consumer Package Goods, Manufacturing, Retail, Financial Services, Pharmaceutical, Telecommunications and Healthcare)• Led “back office” process improvements projects including financial reporting, transaction processing, accounts payable/accounts receivable, credit and collections, and 3rd Party Payments – resulting in one time cost savings of $10.5 million and annual savings of $2.4 million• Defined business strategies, operational plans and product mix improvements for a leading consumer goods manufacturer - improving sales revenue by $20 million representing 3% increase From 1999 to 2002 (3 years) Director - Finance @ Spectrum Brands Developed and managed $400 million operating budget, including $50 million trade spending budget• Identified Acquisition targets, performed due diligence, and deal analyses • Managed Accounts Receivable, Accounts Payable, Credit and Collections Staff of five direct reports and an indirect staff of fifteen people – reduced Days Sales Outstanding (DSO) from 68 to 45 by improving order accuracy• Developed total account management approach including all customer “touch-points”, which improved customer fill rates by 12% - reducing inventory levels by $7.5 million• Implemented category management/customer business planning process for grocery, drug, mass merchant and home center classes of trade From 1996 to 1998 (2 years) Manager @ Ralston Purina Financial leader for $300 million cross-functional business unit management team. • Regional Controller/CFO position with full P&L reporting responsibilities, which included manufacturing and distribution facilities financial management• Developed Key Performance Indicators and Balanced Scorecard for operating region and implemented across five additional operating regions and three strategic business units – resulting in a $2.4 million cost savings• Developed forecasting models (sales dollars, volume, and financial contribution) which improved sales forecast accuracy by 10% and reduced warehouse/distribution center inventory by $15.0 million• Led financial “best-practices” team for Customer Development Group (Sales) management and operating performance reporting• Developed category management plans with key customers, increasing sales by $11.5 million, reflecting a 10% gain• Implemented a regional strategic business plan resulting in 7% increase in sales and 18% increase in profits • Worked with retailer headquarters staff and store operations teams to minimize store reset costs and lower manufacturer expenses by working with 3rd party implementation teams• Responsible for developing three to five-year strategic business plan and capital expense budgets• Designed and implemented international financial management cost comparative analysis From 1990 to 1997 (7 years)