matthew poisson

Manage the interactions between operations and the client with the technical team. Plan and coordinate all of the technical deliverables including estimates, requirements, documentation, software and hardware. Also responsible for the financials of the technical team along with making sure we receive any required certifications (such as PCI-DSS). Took over a struggling implementation and turned it around in 2.5 months with no client escalations. Introduced Kanban process to help focus and optimize flow of technical deliverables.

Dedicated role for achieving Lean Six Sigma Black Belt certification by working on high value projects providing large returns back to Xerox. Created a reporting process for the performance of Xerox’s automated billing system. This provided management the visibility to the “knobs” on how to improve performance. Identified and resolved gaps with the support process for Xerox’s automated billing system process improving internal hand-offs and the customer experience. Created a process map for the software development process of Xerox’s office products resulting in the quantification of the organization’s capability and identification of bottlenecks preventing the organization from meeting committed deliverables. Created a “plan of attack” on how Xerox’s US paper business should deal with various fines from retail companies. This would allow Xerox to reduce the roughly $1m in fines accrued.

* Oversaw the software verification of almost every Xerox office product. Managed staff of test managers, test engineers, software tools developers and contract labor. * Removed over $1m in cost from the organization while continuing to provide the same or better level of service by implementing automation, embracing agile development, offshoring. * Accurately predicted the customer reliability of a major color launch allowing Xerox’s post launch plans to be achieved. * Created the organization’s first contract labor employee guide helping expedite the “onboarding” process of new contract labor.

Oversaw and participated in the development of VPN management and service provider provisioning software. Managed staff of software developers. Notable Accomplishments: Developed the company’s first VPN Management offering, opening/defining a new market for Bay Networks/Nortel Networks along with four patents being filed and granted. Managed a team of developers in charge of re-writing an existing MPLS solution in Java. Results were a more robust and feature rich solution that was delivered quicker and with fewer defects than the original. Received Nortel Networks “Top Talent” award.

* Group leader for three software engineers, duties included project management, development assistance, and mentoring. * Led a team of developers in the upgrade of the Cisco management module. Technical lead for the Banyan, Catalyst, DEC Gigaswitch and other 3rd party management modules. ;

Oversaw a staff of 8 analysts in the US and Europe responsible for collecting, reporting and determining actions to be taken on month one quality data for Xerox’s office and production devices Notable Accomplishments: Introduced operational improvements and standards across the enterprise, capitalizing on a single view of internal data systems and buy-in from business leaders to develop an executive summary dashboard for month 1 quality data that provided unmatched visibility into quality and installation issues. Reduced the cost of month one quality 10% by identifying high cost/high customer dissatisfier quality issues through new data feeds/algorithms and working with the value chain to resolve them.

Performed root cause analysis for in jeopardy accounts, identifying problem areas and then working with the implementation team to identify both short and long term improvements. Owned improvement of the Change Order process with our client. This included quantifying the problem, understanding where the failures are, introducing both strategic and long term improvements, and instilling a “culture shift” with the employees. o Reduced the turnaround time to deliver a change order to the client from over one year to about 175 days. Introduced a new quality process to an account that identified 12 near term improvements and 23 longer term improvements, with owners. Focused on improving collaboration, quality and the delivery process.