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Roy Sequeira has added millions of dollars to the bottom line by helping clients achieve their objectives.
- Created / streamlined / restructured effective & focused business practice
- Launched and managed Life Cycle Management / New Product Introduction (LCM / NPI) programs
- Uncovered and eliminated hidden expense
- Hands-on crisis management and resolution
- Mobilized cross-functional teams in cooperatively resolving wide-ranging issues
- Leveraged Information Technology and automation to resolve problem areas
- Taught others to replicate my methods
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Consulting And Focused Assignments
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1993 to present |
President, Sequeira Consulting, LLC
Hands-on advice and guidance for small and medium sized businesses:
- Enabled a doubling of revenues (from $12 to $26 Million) within a year by
restructuring management and organization so that principals could focus on business development
- Reduced A/R over 60 days from $1.9M to $300K within 4 months by establishing and guiding review processes to monitor and manage cash
- Increased sales by $73K and net income by $77K within 8 months by determining breakeven price and showing client how to attract new customers and evaluate new business opportunities
- Saved $71K on insurance costs by defining jobs & re-categorizing staff
- Guided client in avoiding Chapter 11 by guiding him in cash conservation, reorganizing operations, and increasing / widening customer base
- Enabled profitable pricing by creating models to establish corporate and hourly-rate break-even levels
- Optimized sales and yield desired margins by fine tuning price levels
- Established spreadsheet-based predictive/proactive cash management process
- Created mid to long term forecasting process to track business in the pipeline and forecast effects on cash and resources
- Designed and implemented performance-based incentive bonus program
- Enhanced accurate data capture and eliminated redundant data entry through redesigned time sheets and other business forms
- Added $4,700000 to bottom line during new product introduction by judicious investment of $200,000
- Advised nascent entrepreneurs on improving effective resource use
Re-engineering Customer Service at Cabletron Systems
Engaged to create and implement cross-functional policies and procedures
- Initiated corporate-wide New Product Introduction (NPI) process, then extended it to total Life Cycle management
- Negotiated and managed inter-company agreements / alliances.
- Directed external alliances including third-party service contracts and delivery
Senior Consultant with Hagler Bailly Consulting, Inc.
Supported a privatization effort (under a USAID contract) by computerizing billing and collections at an Armenian power utility
- While creating and deploying a billing and collections system, redesigned meter reading process to:
- Smoothen revenue flows by billing evenly over the month
- Reduce incremental project capital costs from $776K to $48K
- Use labour more effectively
- Reduced customer call-backs by streamlining call center operations at a domestic utility
- Mapped out domestic E-commerce project enabling independent businesses to share and data mine a common database for sales and marketing efforts
Establishing E-Commerce Program at DHL Airways, Inc.
Achieved internal acceptance and buy-in for an e-commerce program within four months; a task initially estimated at 2 – 3 years
- Cleared internal roadblocks and achieved buy-in by demonstrating how the program reduced costs and time-to-process by about 30% while greatly improving data accuracy and resource use
- Developed blueprint for process changeover. Matrix-managed development staff and group representatives involved in this major e-commerce program.
Creating effective Customer Support at Triad Systems Corporation
Eliminating the six to ten service-related irate customer calls per week within six months improved corporate image and helped sell the company
- 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
- Laid foundation for effective New Product Introduction (NPI) process
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Initiated programs that cut defective spares by 42% at lower repair cost
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Modified manufacturing processes to shorten install-time & improve reliability
- Integrated Service needs and requirements into New Product development to control and reduce Life Cycle cost
Timely and actionable forecasting, Concurrent Computer Corporation
Supported Senior VP of Field Operations in a turn-around attempt at this faltering company which was subsequently acquired by Harris Computer
- 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 forecast data into manufacturing planning
- Modeled service pricing to optimize cost structures and maximize profitability
Internal Consultant / New Product Introduction Manager,
| Stratus Computer |
1987 to 1993 |
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.
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Expanded this into a corporate-wide New Product Planning and Introduction (NPI /NPPI)
process that expedited products through the development process
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Maximized profitability by creating and leveraging business models to optimize costs and resource use across all functions over entire life cycle
- Cut $4.9M in labor cost by investing $200K in modifying BOM and adding spares on a new product
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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.
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Increased annual international service revenue from $12M to $16.1M by uncovering deficient administrative controls that resulted in
systemic under-billing, and creating corrective / preventive in-subsidiary processes.
- Reengineered and streamlined quarterly revenue analysis process to:
- Make quarterly corporate revenue reports available in 3 days instead of 14
- Reduce labour requirements:
- Cut HQ labor from 30 hours/week to one hour/month
- Reduce divisional labor by 8 days per quarter
- Improve data integrity
- Automate feed into corporate installed-base database.
| Technical Support Engineer, Alliant Computer |
1985 to 1987 |
I was the first field engineer at this parallel-processor mini-supercomputer start-up
- Created and manned the support center
- Created interfaces to development and manufacturing to resolve design defects and service/quality issues uncovered in the field
- Created maintenance and diagnostic aids to increase field productivity
- Specified and implemented support strategies for service, training, and logistics.
| Program Manager – New Product Introduction, Applicon Inc. |
1982 to 1985 |
Improved service business and helped create effective corporate New Product Introduction process
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Established corporate-wide New Product Introduction - NPI - process to optimize speedy product introduction while optimizing costs
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Took radically new low-cost terminal through the NPI process from concept to release
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Created business model to price services and control service costs
- Cut $350K from spares budget by reengineering CPU board for cost of $7.5K
| Project Manager, Support Engineer, Digital Equipment Corporation |
1973 to 1982 |
Major supplier of mini computers and mainframe-class timeshare systems, Canada and United States
- Averted $440 M in logistics costs on a major high-end system by uncovering design deficiency and showing how it affected all aspects of the company
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Hands-on worldwide crisis management to resolve issues resulting from enterprise system failures
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Managed multinational cross-functional teams during New Product Introduction process to ensure service readiness worldwide
- Researched subtle system design deficiencies and created systemic solutions
- Created diagnostic aids, tools and processes to assist field engineers worldwide
- Supported mainframe timeshare customers worldwide
Earlier employment includes field / customer engineering positions with Honeywell Information Systems – Canada and IBM World Trade Corporation – India,
and Sales / Market Development with Rallis India Ltd.
| MBA |
Clark University |
Masters in Business Administration |
| BS |
University of Bombay |
Bachelors in Physics - Mathematics |
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