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Waterloo, Ontario, N2V 2S8 (519) 208 6495


Versatile, energetic and responsive Global Network Operations Executive with a proven history of success. Creative and persistent problem solver, who thrives on challenges, is cool under pressure and gets the job done. Confident, ambitious and enthusiastic team builder who possesses outstanding interpersonal and excellent presentation skills. Hands-on / empowering leader and coach, thorough planner, and win / win negotiator dealing effectively across all levels of the organization. Accustomed to a fast pace and multiple projects, balances competing agendas while consistently able to grow the business and achieve both corporate and customer objectives. General Expertise: Building & staffing new organizations Cross-functional Collaboration Large Team Leadership & Development Multi-million Dollar Budget Management Superior Customer Satisfaction Specialty Expertise: Global Customer Network Operations Network/technology/infrastructure planning & deployment Business process improvement and automation Support Operations Transformation Large-Scale Project Execution

Research In Motion Limited, Waterloo, Ontario (Canada) 2009 to 2011 Director, BlackBerry Customer Support Operations (CSO) - Technology and Tools (2010 to 2011) Built a new organization whose primary focus is the stewardship of all IT systems, tools and applications used internally within all BlackBerry Global Operations Centers. Ensured consistent roll out of new tools and technologies across all sites which match, support and move forward with BlackBerrys Operations Business objectives. Supported a budget of $2.2M and reported to the Vice President. Created an IT Technical Oversight team to manage tools and technology deliverables to Service Operations by both Vendors and RIMs Network Architecture teams. Result: provided a governance framework to ensure all IT Technology and Tools platforms milestones are being delivered in the agreed to timeframe by the Project teams and outside Vendors. Piloted a testing center of excellence focused on IT technology, tools and applications used to support both our enterprise and carrier customers. Result: establish a new team of Senior Technical Analysts that enabled efficiencies and ensured quality acceptance of new tools and applications used across all global locations. Transformation of the global operation business to a Tier 3 organization via technology and tools following the Information Technology Assessment and Revitalization (ITAR) program. Result: Created a 24 month Technology and Tools Plan of Record (POR) using common system platforms for the Global Operation Center which in turn will better serve our regional customers operating efficiency and our internal CSO front line employees with best practices technology. Director, BlackBerry Customer Technical Support (BCTS) Operations (2009 to 2010) Responsible for support of all BlackBerrys ~29K Enterprise Fortune 500 Global Customers. Managed 410 employees across six Global Support Centers in NA, EMEA and APAC supporting an operating budget of $46.7M with revenue of $97M and reported directly to the CIO. To improve management productivity, organized technology team to design a technical Tier 3 Support maintenance process for the Global Support Operation Centers. Result: increased customers service experience by providing real time support resolutions in each of these Operation Centers. Reorganized the Global Operations Centers from a reactive Contact Center to a proactive, preventive and predictive Tier 3 Center of Excellence utilizing the ITAR Program process. Result: improved accountability at the site levels and with external customers by creating 4 Senior Site Managers, 10 Regional Support Managers, and 6 Customer Escalation/Relationship Managers. Each Manager was assigned a Signature Client account.

Rick Rafferty Page 2 Created strong and productive business relationships with RIMs most strategically aligned SMB customers and reseller accounts. Result: interacted with all levels of customer management teams from BES administrators, to business owners to C-level executives. Reviewed and identify areas for improvement with regards to SMB Enterprise Support KPIs, CSAT and Unresolved Tickets within Support Organization. Result: increased CSAT by 7.0% and reduced unresolved Tickets by 9%. To allow customers to open and track troubled tickets, both internally and externally, implemented an E-Maintenance web-based software solution (BlackBerry Enterprise Support Center). Result: increased customer satisfaction and improved the companys competitive position. Operationalized the following new BlackBerry Service offerings within BCTS Operations: - Mobile Voice System (MVS) - a new service that integrates a companys PBX with the BES to extend your desktop phone capabilities to your BlackBerry smartphones - Chalk Pushcast Software - a new service offering that pushes training and communication media content to your BlackBerry smartphones wirelessly. Professional Services Group at NJ Department of Labor & Workforce Development 2008 to 2009 Co-Chairman, IT Committee Part of the original group that started the PSG of Somerset County, I help create and implement the IT Tools and Technology needed to improve visibility to the value of PSG to the business community of Central New Jersey. Ulticom, Inc., Mt.Laurel, NJ 2007 to 2008

Ulticom is a $60 million company providing the telecommunications industry with a range of SS7 signaling component and system-level solutions that enable development and deployment of Mobility, Location, Payment, Switching and Messaging services within Wireless, IP and Wireline Networks.

Senior Director, Worldwide Network Customer Support Operations Directed the following organizations: Global Field Engineering, Project Management, and Customer Relationship Managers. P&L responsibility for global support staff of 45 employees at Network Operations Centers in the U.S., EMEA and ASIA. Managed $4.6M budget and reported to Senior Vice President of Engineering & Operations. To strengthen customer service experience, reviewed then improved the business processes and the communication between Support Operations and Engineering. Closely monitored the Service Level Agreements (SLA). Result: increased SLAs to 80% for critical customers field issue service requests. To identify areas for improvement within Support Organization, analyzed key performance indicators (KPI) and established monthly and quarterly metrics. Upgraded product training. Result: able to consistently meet customer SLA goals. To improve quality established a global Ask Yourself Program as a new standard process tool for the Customer Service team. Result: increased the teams awareness that the work they perform can affect the customers experience. To improve the sales bid process, partnered with Product Management and Sales Account teams along with Engineering by reviewing RFPs, RFIs, SOWs and customer contracts. Result: shortened the sales cycle from 60 to 45 days resulting in increased sales. Niksun Inc., Monmouth Junction, NJ 2005 to 2007

NIKSUN is a $40 million company that produces next generation technology to secure, protect and manage data and wireless services. P&L responsibility for global staff of 41 IT Engineers, Network Engineers, Project Managers and Customer Relations Engineers at global network operations centers in U.S., EMEA and India. Supported a $3.9M budget and reported to the President.

Senior Director, Global Customer Network Support Operations & Information Technology To grow maintenance revenue, conceived, developed and implemented all Professional Service activities supporting of post-sale activities. Personally reviewed service requests with major customers on a quarterly basis. Result: over two year period, service revenue grew $1.2M through add-on sales campaign and program enhancements. Upgraded companies Global IT Infrastructure. Result: Established annual cost savings of 17% ($224K) for Local and LD charges by deploying global AVAYA VoIP system over AT&Ts MPLS network. Established an additional 13% ($125K) cost saving by upgrading/replacing all user laptops/desktops with a signal vendor; standardized Operating Systems based on Microsoft products

Rick Rafferty Page 3 and the Network Data Center with the following equipment: IBM, SUN, HP, Intel servers, SAN solutions, Cisco TACAS security servers, Tivoli Access Manager Enterprise Single Sign on Solution To solicit feedback on how NIKSUN could better support customers, instituted a Voice of the Customer (VoC) program for both international and domestic Fortune 50 customers. Result: generated three support programs that significantly increased customer satisfaction. Recognized the need for a Fault Management Software Module to be implemented across all platforms. Result: the ability to give customers a maintenance tool that alerted them prior to field failures of common hardware components. AT&T Worldwide Customer Network Service Operation, Piscataway, NJ 1995 to 2005 Technical Director, Customer Care Maintenance Center (2003 to 2005) Responsible for establishing new organizational maintenance support processes for compliance and efficiency purposes. Developed and implemented Tiered Technical Center of Excellence to support AT&T lines of business and wireless network services. Supported staff of 120 Network Operation Centers (NOC) NA employees and $14.7M budget; reported to Vice President. To reduce customers network outages and reduce cost, implemented automated customer maintenance process through deployment of Unix-based software maintenance tool. Result: reduced work center headcount and cut estimated time to repair (ETR) for customer service issues. Managed carriers vendor relationship for Verizon, Verizon Wireless, Sprint, Quest, Bell South, SBC, and PAC Bell. Result: redefined & improved the technical and management escalation process. Managed deployment and integration into AT&Ts WAN Data Network as part of IP Services and Integrated Access VoIP Services. Result: successfully deployed Cisco 7600, 3810 network routers. AT&T Bell Laboratories, Piscataway and Middletown NJ 1986 to 2003 Senior Manager, Network Engineering, Business Service Laboratories (1999 to 2003) Established and managed support system; implemented software and hardware support process utilizing a team of Network Engineers for business service to integrate voice, WAN, wireless IP, data and video applications. Supported 15 Engineers with a $4.1M budge reporting into the Director. Built process to provide 24X7 tiered support for customers service-affecting outages. Result: built and staffed an effective Tier 4 Network Customer Support team Project managed Cisco router deployments for growing Wireless Service to move data across the AT&T Frame & ATM Network. Result: increased capacity on schedule and under budget Selected member of Strategic Alliance Board of Directors. Result: successfully represented AT&Ts interests regarding Network Operations evolution for emerging integrated access services. Technical Manager, Quality Assurance Network Engineering (1997 to 1999) Led QA software, hardware team for new emerging service that integrated voice and data over IP, Wireless and ATM using variety of vendors access equipment i.e. Avaya, Cisco, Nortel, and Lucent for AT&Ts emerging multimedia access service. Supported staff of 10 QA engineers and budget of $1.9M. Senior Quality Assurance Engineer (1995 to 1997) Responsible for leading a QA acceptance team and testing several major software and hardware releases delivered by Lucent Technologies. CDI Technologies, Red Bank, NJ (1986 to 1995) Engineering Consultant

E D U C A T I O N / T R AI N I N G /P R O F E S S I O N A L A S S O C I A T I O N S
B.S., Management Science, Kean University Affiliations - Council Member, Gerson Lehrman Groups Council of Communication Advisors Member of a Professional Service Group (PSG) of Somerville (Somerset County), NJ Kepner-Tregoe (KT) Resolve, Research In Motion Limited, Waterloo Canada DiSC Relational Management Awareness, Research In Motion Limited, Waterloo Canada