Breakout Session Bio's and Abstracts

Field Service Operations

How to Centralize your Field Service Operations to Maximize Profitability

Peter Manni
Vice President, North American Client Services
Siemens Business Services

During the past two years Siemens has gone through a radical company reorganization, transitioning 2000 employees from a customer/regional centric model to a centralized management model. Throughout the process Siemens reduced annual operating costs by $40M, improved client satisfaction, over-achieved SLA compliance, streamlined management, instituted standard metrics, transformed to a wireless IT platform, established organizational policy and grew the business by 15% year over year.

Takeways from this case study presentation include: the efficiency benefits of a centralized model; change management best practices; and building a compelling business case for change.

About Peter Manni:
Peter currently directs all aspects of IT services for Siemens North America, with 1650 employees spanning 70 locations, and an annual budget of $173M. Prior to this role, Peter held the positions of VP, North American IT Operations, where he was responsible for operations including supply chain, field operations, logistics and technical service; and VP, National IT Field Service/Help Desk. Peter also serves on the CompTIA Board of Directors and is a frequent guest speaker at industry events.

Improving profits with mobile field service solutions

Russell Corace
Executive Vice President, Product Management
Printek Inc

This session offers an examination of how mobile field service solutions can provide significant ROI, with rapid payback and long term, ongoing benefits, with concrete suggestions for selecting peripheral devices for deployment with smart phones in a total mobile solution. Among the benefits to be specifically covered in detail are: improved worker productivity, reduced costs, increased service revenues, and improved customer satisfaction.

About Russell Corace
Russ Corace is the Executive Vice President of Printek, Inc., a company that has been a leader in innovative business printing solutions with a 25-year history of delivering products for mission-critical industrial and business applications. Besides general management and business development activities, he is responsible for all technology creation and customer service / technical support at the company. Russ has been with Printek for seven years. Prior to Printek, he spent 18 years developing advanced technology in various engineering and management roles in the medical and biotech marketplaces, fields also known for their adherence to principles of zero tolerance of product failure. Russ has advanced degrees in engineering and over a dozen patents in instrumentation and medical technology.

Trials of Implementing Shared Services

Jonathan Clough
Associate Director
Voyager Solutions, Ltd.

Stephanie Mart
Organisational Change and Development Executive
Rolls Royce Plc

The use of shared services via call centres has become a fact of modern life. Many service organizations have faced the challenges of moving their key customer interfaces from local branches to central call centres.

Based on experience gained on a shared service implementation for a leading Aerospace company, this presentation provides a brief reminder of the usual benefit areas quoted about centralisation of services, but focuses on the challenges of managing the changes and neutralising the downside

Specific topics that will be covered include:
- Ensuring that clear areas of responsibility are agreed between central services and remaining local operations
- Avoiding the ‘finger pointing’ – how to look like a single team in the eyes of the customer
- Keeping the focus on the customer – avoiding the temptation of only looking inwards

About Jonathan Clough:
Jonathan is the principal of the consultancy Intelligent Process Solutions (IPS) Ltd. Formerly a consultant with PwC, he has over 20 years experience in the consumer and business electronics, telecoms equipment, automotive, broadcasting and IT industries. directing engagements for many of the world’s leading technology companies including Philips, Siemens, Lucent, Cable & Wireless, Liebert, British Aerospace, Fujitsu, Xircom, and General Electric. Jonathan’s key focus has been Business Process Improvement, especially in the areas of supply chain management, customer satisfaction and after-sales service. He has extensive knowledge of various improvement and project management methodologies including lean manufacturing, EFQM, taguchi, IDEF process mapping, brown paper process mapping and improvement, and Goal Directed Project Management.

About Stephanie Mart
Stephanie is an experienced management consultant with over 18 years experience of large, complex, technology enabled change programs. She has worked in technology related roles and as both an internal and external consultant in blue-chip organizations across a range of industries including Aerospace, Automotive, Distribution, Life-Sciences, Government and B2B and B2C e-commerce. She currently works as an internal change management consultant with Rolls-Royce plc. Her current role is to lead the Change and Transition stream of Rolls-Royce’s global HR transformation programme, acting as part of the programme leadership stream. She holds an MBA and BSc (Hons) degree and is a Chartered Information Technology Practitioner (CITP) , Chartered Engineer (C.Eng) and member of the British Computer Society (MBCS).

Transformation of Service to “Services” – Approach, Products, and Leadership

Timothy Donnelly
Regional Manager
Xerox Corporation

Learn how world class service organizations transition from a product/cost centric model to a model which also incorporates a variety of product-independent service offerings, The challenge is to provide offerings of value to customers, to be considered a source of solutions - not just products with associated services. Requirements for this evolution range from strategy setting (newly defined service offerings must complement overall corporate direction and focus) to people management (transitioning personnel from break/fix to a consulting approach; hiring new talent) all the while achieving customer satisfaction and managing the bottom line.

About Timothy Donnelly:
Timothy J. Donnelly has held numerous positions throughout his career in product development and marketing, international service support and logistics, service marketing, and professional management development. He has held management positions with Eastman Kodak Company, Danka Office Imaging, Pitney Bowes, and the Xerox Corporation where he is currently Regional Manager for Southeastern New England. Tim’s particular professional focus has been in the services organization transformation for these major corporations. In this capacity, Tim has worked with local/national/and international teams to define new services offering, develop new services products, and re-design the services workforce to meet the changing needs of customers and the services industry.