CONSULTING ACCOMPLISHMENTS
The following summarizes Ingram's major consulting accomplishments and contributions. Since 1983, Tom Ingram and his project teams have sold/delivered over $17 million in project contracts substantially on time, on budget and as promised. These projects have generated some $86 million in measured benefits for Ingram’s clients and employers. Note that Ingram has been involved in and led numerous "team" efforts, where credit is not due to a single individual. Further explanation of Ingram's role in each project is available. See http://www.tomingraminc.com/webresumegeneralbio.htm for details on employers, clients, roles, education, professional contributions, publications, lectures given, technologies implemented, etc.
Tom Ingram & Associates, Inc.
$1,000,000 in new leads generated for struggling software company in 60 days through direct sales approach, 2004 Newsletter #20
$5,000,000 Fraud Settlement won for Financial Services firm against software consulting firm as expert witness. Newsletter 21
Reduced capital required to bring a technology product to market by $14,000,000, Saved approximately $300,000 in Consulting Fees. Assisted CFO in capital reductions and showed that a consulting firm failed to perform as promised. Introduced order, customer focus, prioritization, accountability and project processes to a team of bright technologists, including external consultants and software vendors.
3˝ Day Reduction in Order Processing Cycle Time (reduced from 5 days to 1˝ days): Conducted business process analysis and produced system design to meet this goal. System has not yet been implemented.
$32 per hour Improvement in Gross Margin for a Software Development Department: Established measures and improved management and estimating processes for existing systems. Established new project management processes including scope definition, requirements definition, estimating, functional specification, project planning, user workshops, business process definition and production deployment. Designed and implemented a Peer-Review Process to enforce project processes and hold managers accountable for process steps (Credit for the actual improvement in margins is due to others. Ingram's role was to measure, improve and extend.) Personally developed a Rapid Implementation and Scope Control Workshop to help keep customer expectations and scope changes under control. Newsletter 12
$5,000,000 Project Saved from Cancellation for Celanese Corp, Resulted in $10,000,000 Outsourcing Order: When Ingram took over project it was close to cancellation. Returned project to on time, on budget, "happy customer" status in 3 ˝ months. Recovered $230,000 in change orders (paying for my fee over three-fold.) Returned latter half of project to 50% profit margin for vendor. Newsletter 3
50% Reduction in Test and Quality Assurance Cycle Time for a Year 2000 Project for the City of Fort Worth.
30% Reduction in Labor for Key Client Process plus Improved Customer Service for engineering services company. Newsletter 14
Decision Consultants, Inc
Responsible for a Portfolio of 11 Projects for Verizon, worth approx. $5,000,000. Brought direction, focus and progress to a discouraged team.
Managed 180 Consultants as Director of Delivery for Decision Consultants, Inc. Made material improvement in "sale-ability" of consulting staff through rigorous selection, resume tune-ups and interview training. Introduced professional project management and consulting processes, hiring disciplines, taking personal responsibility for professional development, “how to communicate your value”, networking, Earned Value and the full spectrum of project management disciplines.
50% Profit Margin achieved through Earned Value techniques on a project for Nortel. Project was hurt by Nortel’s setbacks and layoffs, but was completed on budget and as specified.
Cambridge Technology Partners (ViewStar-SCG)
$180,000 (approx.) of personal consulting services sold to Federal Express and Cordis Mfg. at $150 per hour compared to $89 per hour average bill rate for all other consultants in firm.
#1 total contributor of gross margin to SCG, out of 80 consultants.
400% Improvement In Customer Service Level, $450,000 Annual Labor Cost Savings For Texas Instruments Accounts Payable Department. (Client/Server imaging project.)
$1.5 Million Reduction in Accounts Receivable Collections for Texas Instruments A/R Department. This Client/Server imaging project was deployed globally and used Earned Value project accounting as the primary measurement system. Details of project can be found in cover story of December 1995 issue of PM Net Magazine by the Project Management Institute (external estimate of benefits.)
750% Reduction in Cycle Time For The Deployment Of An Imaging System For MCI Accounts Payable. Personally developed a Rapid Implementation Workshop which reduced system deployment time from six weeks to four days.
$4 Million Contract Dispute Resolution (avoided litigation for software vendor.)
Resolution of Information Systems Department Under-Funding by linking budget to business priorities.
25% Reduction In Accounts Payable Cost Per Invoice For Frito Lay. Project also enabled Frito Lay to reduce A/P cycle time by 25% and increase volume without adding resources.
Dun & Bradstreet Software
Received exceptional training on effective implementation of major software systems and effective reengineering of business processes. Responsible for two "middleware" projects.
Client/Server Startup Ventures, United Telecom
$21 Million Payback Achieved on Two Projects for the Texas Dept. of Human Services (DHS): Responsible for approximately $8,000,000 of the original $40 Million budget for this project from 1989 through 1991. Called the “Wellnet” project, this initiative reduced DHS field manpower requirements by 800 people and produced substantial additional savings by reducing fraud. Newsletter 18
Personally led Crash Development of a Disk Subsystem to win project from Texas Dept. of Human Services (DHS).
$380,000 Sole Source project sold and delivered to the Texas State Board of Insurance.
$130,000 in Capital Raised for startup firm.
$262,000 Reduction in Inventory and Improved Levels of Service for Farmland Paint Plant. (Client/Server system for Bill of Materials, inventory, purchasing and production management.)
Built a $2,000,000 Million Business Unit with 35% Gross Margins, While Rest of Firm Struggled to Sustain 20% Gross Margins. Program was for a subsidiary of United Telecom, spanned several years and produced over 200 successful implementations. Additional high points included a 70% reduction in order fulfillment cycle time and a 50% reduction in order error rate. Newsletter 16
On-Time Product Launch for a Kansas City Manufacturer (first on-time launch in several years.)
Cache Data Products sold for $1,750,000 in 1988 (from investment of $250,000.) Ingram's development of United Telecom subsidiary as "anchor account", based on "helping client to sell consultatively" directly contributed to valuation and sale.
Trained over 100 sales people in consultative, high-value, solution selling between 1983 and 1988.
United Telecom subsidiary sold for $12,000,000. Ingram's program was a significant factor to the purchaser, 1986.
$600,000 in follow-on revenue from United Telecom subsidiary for Cache Data Products, as system integrator / distributor. Margins were 50% above competitor's average margins due to consultative, high-value approach.
Sperry Univac
Learned fundamentals of data processing, solution selling and manufacturing systems.
Xerox
220% of Quota, President's Club
Learned Xerox's Professional Selling System, Telemarketing.