Resume
(printable version)
Tom Adair

Position Objective:

To join an energetic firm as a project-management, “problem-solver” -- bringing to it, proven professional competency, success in management, motivation and support.  To begin such association as a net asset, with the ready capability to increase profits and reduce costs with minimal disruption.

Professional Summary:

Experienced, self-motivated and results-driven professional with extensive experience in "solving problems", i.e., analyzing, creating and managing projects, leading people and meeting goals, which make problem(s) go away. Managed project teams, implemented and supervised technology programs, wrote technical documents, administered high-dollar budgets, always staying focused on achieving results, measured against specific timelines, and agreed-upon results. An experienced project manager / web-developer / coordinator / technical-writer who combines creative thinking with excellent interpersonal skills -- efficient, well organized and accurate.

Employment History:
 

Established a multi-disciplined web-development consulting firm: www.newvista.biz, featuring professional-level web-development and SEO (search engine optimization) services to corporate clients in and around Las Vegas. In my role as manager, I use my project management skills to implement a team-concept to bring a quantitative approach to what is essentially a “qualitative” industry. I established a management-matrix that allows me to guide the marketing function, oversee the programming/development function, and follow the financial structure.

Under my leadership, NewVista became quickly recognized as a web-development firm of high standards, marketing vision, and proven reliability. The client-list grew from a zero base to double digits very rapidly because of our marketing approach: customer-service first; followed by development standards, extensive verbal/written communication, frequent client-review, and ‘on-time’ project commitment.

The collaborative team I manage consists of seven production staff, multiple contributing vendors, and four out-of-state affiliates. In a very short period of time, NewVista became recognized as a web-development firm of repute; one that is well-referenced, highly regarded, and professional in its web-production capability, and innovative marketing insight. - In summary, utilizing minimum injections of capital, minimum initial web-expertise, and minimum personnel, NewVista grew from a glimmer of an idea to an established, regarded, web-development firm. It was accomplished in my usual manner: under-budget, fully-functional, and on-time.

In my most recent assignment, I implemented and managed a PlanView Project Management System segment  to facilitate, co-manage, and lead a multi-million dollar, programmatic, water-distribution unit. I was designated the “SME”, (Subject Matter Expert), with responsibilities to include: co-managing the segment from a technical point of view along with solving internal and external information technology and business issues. I was a contributing member of the year-long Pilot Team that brought the division-wide application from infancy to full implementation. I activated my segment’s plan, grouped the resources, established communication lines, wrote appropriate documentation, and kept the implementation on schedule to specific, accountable target-dates. I had direct PlanView responsibility for 12 personnel and 6 indirect reports. In addition, I advise other managers, supervisors, leads, and their personnel in their business-unit implementation of PlanView. Units involved were – Business Systems, Scientific Systems, Engineering Operations Support, SNWS-(water origination), Remote Services, and the Intranet/Web-Team.

Recruited to facilitate, co-manage, and help lead a multi-million dollar, corporate-wide Siebel CRM (Customer Resource Management) project for a major, national, credit-card-provider. The project researched, reviewed, beta-tested, and implemented a pilot program which allowed online, real-time management of a customer base exceeding 10 million subscribers. The project used a Siebel Corporation interface to manage multiple platforms, (AS/400, RS6000, client/server), integrated into a sophisticated telephony, (Lucent-Genesys), environment with multiple, national and international, call-center locations. My responsibilities included co-managing the project from a technical point of view, writing associated technical documents, and solving internal and external information technology and business issues. I was recruited to augment and facilitate the project because it had stalled. From a stalled basis, I developed a re-activation plan to include new group-resources, new corporate-alliances and lines of communication, which moved the project back on schedule – enterprise wide. Under my guidance, the project team researched, documented and converted over 300 different hardware and software components; all client/server platforms, third-party Siebel tools, and operating system components; 1000+ business-system items; and 90 network-related applications and hardware components used to facilitate a Siebel Call Center conversion. I had dotted-line responsibility for 22 personnel in four distinct geographical regions, and conferred with Directors, Managers, Supervisors, Leads, and personnel from Systems Engineering, Operations, Client Support, Security Administration, and Corporate administration.
 

Recruited to develop, manage, and lead a multi-million-dollar, corporate-wide Year 2000 project under a “drop-dead-date” guideline. Responsibilities included managing the project from a business and technical point of view along with solving internal and external information technology issues. I developed the plan from a zero basis -- researched, tested, and documented all hardware, software, and business/mechanical processes – enterprise wide, with more than 40,000 person-hours expended in the effort. I had dotted-line responsibility for 14 personnel with eight direct reports. These included: Managers, Supervisors, Leads, and personnel from Systems Engineering, Plant Operations, Client-Support, Security Administration, and Corporate Administration. Additional responsibilities were to write, design and manage a Corporate Contingency Program (Disaster Recovery) for all Information Systems functions. In the event of a disaster, Y2K generated or not, this program protected the life and safety of the employees; minimized the likelihood of being without critical information systems or phone capability for an extended period or time; and minimized the impact on business operations, including minimizing exposure to possible loss of revenue, and/or business.

Responsible for information systems of a business unit whose functions needed to be interconnected corporate wide. The unit had IBM-XTs from the ‘80s, and NO modern servers upon my arrival. My assignment was: “get us connected”, and do it – “on the fly”, in a 24X7 environment. This required liaison with: Systems Engineering, Networking, Operations, Client Support, Help Desk, and tele-communications functions. Within my responsibilities were multiple project management assignments, ad-hoc project requests, (with associated documentation), and prioritized support and maintenance of all hardware and software. I was a member of the Information Systems Leadership Team responsible for developing LAN protocols for other business units of the corporation. This team was responsible for determining the information processing needs of the individual business units and developing and implementing strategic plans that best accomplished the goals. I helped prepare and manage a $3+ million annual budget, incorporating all contracts and negotiations for my business-unit, dealing with vendors and suppliers. These included long distance carriers, phone, frame-relay, hardware and software maintenance, and contract personnel. Additionally, I had responsibilities in the business unit’s information systems security procedures, developing auditing policies and procedures, to ensure security was granted only to those authorized.

Recruited for a newly formed computer consulting firm specializing in marketing management. My duties initially were to create and document corporate support strategies, technical service plans and PC instruction procedures. I developed, then documented automated price-quote and inventory management methods, systems and operational procedures from a zero base. The company grew into a regionally recognized computer firm well-respected for its competency and reliability, with a client list peaking at more than 250 and revenues exceeding $1 million.

InterScope was a recruiting firm specializing in the placement of marketing and management personnel in high-technology industries. Clients ranged from $10 million to $4 billion in assets. My primary attribute was a reputation of  performance. I secured and trained my own staff, supervised all administrative and technical employees, wrote all corporate documents, and successfully manage the business development structure.

A small recruiting-consulting firm specializing in the placement of financial personnel in the banking industry. I recruited, hired, trained and managed a staff of fifteen sales people; supervised all administrative employees; wrote, implemented, and managed the marketing program.

Education
University of Alabama, Tuscaloosa, Alabama – Marketing
Georgia State University, Atlanta, Georgia – English

Additional Certification, Classroom-Training

 - Project Management Institute  

(Essentially, all Microsoft Office Suite products, and other mainstream applications – Adobe FrameMaker/Acrobat Suite, PlanView Project Management System)