CV / Resume - Roy Sequeira

New Product Introduction / Life Cycle Management

• Averted $440 Million in logistics costs on a major high-end system by uncovering design deficiency and showing how it affected all aspects of the company
• Cut $4.9M in labor cost by investing $200K in modifying BOM and adding spares on a new product
• Cut $350K from spares budget by reengineering CPU board for cost of $7.5K
• Initiated corporate-wide New Product Introduction (NPI) process, then extended it to total Life Cycle management
• Created a Service New Product Introduction function; later expanded into a corporate-wide gated process
• Set up and managed technical and business planning for Service Delivery
• Expanded this into a corporate-wide New Product Planning and Introduction (NPI /NPPI) process that expedited products through the development process
• Took radically new low-cost terminal through the NPI process from concept to release
• Managed multinational cross-functional teams during New Product Introduction process to ensure service readiness worldwide

Top Line Improvement

• Increased annual international service revenue from $12Million to $16.1Million by uncovering deficient administrative controls that resulted in systemic under-billing, and creating corrective / preventive in-subsidiary processes
• Restructured and reorganized management at a $12 Million company, enabled it to book $26.1 Million within 11 months
• Increased sales by $73K and net income by $77K within 8 months by determining breakeven price and showing small business client how to attract new customers and evaluate new business opportunities
• Mapped out domestic E-commerce project enabling independent businesses to share and data mine a common database for sales and marketing efforts

Cost Optimization / Bottom Line Improvement

• Uncovered and documented critical flaw in a multi-million dollar sales proposal that would have:
• Affected perceived product reliability
• Cut service margins from 35% to –8%, and
• Tripled field labor needs
• My analysis persuaded management to reject the proposal.
• Reduced A/R over 60 days from $1.9Million to $300K within 4 months by establishing and guiding review processes to monitor and manage cash
• Saved $71K on insurance costs by re-defining jobs & re-categorizing staff
• Guided client in avoiding bankruptcy by guiding him in cash conservation, reorganizing operations, and by increasing and widening customer base
• While creating and deploying a billing and collections system for a utility company, redesigned meter reading process to:
• Smoothen revenue flows by billing evenly over the month
• Reduce incremental project capital costs from $776K to $48K
• Use labor more effectively
• Maximized profitability by creating and leveraging business models to optimize costs and resource use across all functions over entire life cycle

• Consolidated three distinct service/support cost centers with HQ technical staff to support 3 call centers and 180 field engineers
• Created effective support / escalation processes
• Developed new training programs that
• Lowered parts usage by 10% and
• Improved field effectiveness by increasing variety of equipment types serviced by each engineer
• Initiated and managed programs that cut defective spares by 42% at lower repair cost
• Modified manufacturing processes to shorten install-time & improve reliability
• Designed and implemented performance-based incentive bonus program

Business Process Optimization

• Enabled profitable pricing by creating models to establish corporate and hourly-rate break-even levels
• Optimized service sales to yield desired margins by fine tuning price increases
• Established predictive and proactive cash forecasting and management
• Created mid to long term forecasting process to track business in the pipeline and forecast effects on cash and resources
• Reengineered and streamlined quarterly revenue analysis process to:
• Make quarterly corporate revenue reports available in 3 days instead of 14
• Reduce labor requirements:
• Cut HQ labor from 30 hours/week to one hour/month
• Reduce divisional labor by 8 days per quarter
• Improve data integrity, and
• Automate feed into corporate installed-base database.
• Enhanced accurate data capture and eliminated redundant data entry through redesigned time sheets and other business forms
• Reduced customer call-backs by streamlining call center operations and data flow at a domestic utility
• Stemmed and reversed steady revenue decline by creating an on-line real-time process to manage and track service revenues; first forecast of $18.3M within 21K of actual performance
• Implemented similar sales pipeline management process with similar results
• Reduced inventory buildup and improved product profit margins by tying sales forecast data into manufacturing planning
• Modeled service offerings and pricing to optimize cost and maximize profitability
• Directed external alliances including third-party service contracts and delivery
• Cleared internal roadblocks and achieved buy-in by demonstrating how a proposed program reduced costs and time-to-process by about 30% while greatly improving data accuracy and resource use
• Developed blueprint for process changeover across functions in based 3 cities

Engagement and Employment Summary

Request an easy-to-read .pdf version