Neville Hill

Granite Bay, CA 95746 | C: (916) 5172982 | jnevillehill@gmail.com

https://www.linkedin.com/in/nevillehill1

VP Global Operations Technology

Strategic executive officer with demonstrated success building corporate value and delivering business solutions for competitive
advantage across hardware, software, and services in the IT industry. Aligns and allocates resources to drive accountability and
focus teams towards meeting strategic objectives and goals. A collaborative management style with a unique ability to assess
current and future opportunities and designs products, policies, services and procedures that maximize organizational effectiveness;
builds market-focused organizations that empower individuals with a passion for achieving profitable revenue growth and
improving customer satisfaction.

CORE COMPETENCIES
Business Process Reengineering /KPIs

Cross-Functional Collaboration /Leadership

Complex Project & Program Management

Leveraging Customer Experience /CRM
Strategic Planning /Tactical Execution
Channel Strategy / Management

Integrating Technology & Business Solutions

Analysis / Solutions Development
Team Recruitment /Development /Deployment

Professional Experience
Bayfinch, Inc Roseville, CA
VP Global Operations
2012 - present
Providing management consulting and cloud software solutions to the healthcare and copier services industry: Leadership and team
building, manages sales and professional services, strategic and tactical planning and execution, optimization of IT systems, strategic
account management and business development.
Achieved stable and profitable revenue growth throughout the Americas.
Conducted market research and customer trials to validate cloud services delivery model.
Identified, negotiated and recruited strategic sales and service delivery partners in US and Latin America.
Managed the development and localization of partner program marketing materials.
Implemented Microsoft Azure hosted cloud services to support service delivery.
The Franchise Guys, Inc Sacramento, CA
President & CEO
2009 2015
The Franchise Guys is a private company helping franchisors expand by implementing scalable repeatable processes and helping
franchisees achieve personal and investment goals by matching skills and interests with appropriate concepts. Responsible for client
acquisition and managing franchise development engagements, developed new concepts and improved mature models.
Led the revitalization of an established concept to improve brand recognition and re-enable future sales.
Secured financing options for franchisees to quickly implement recommended improvements.
Updated the franchisor business plan and completed state registration.
Implemented a new sales process to support candidate acquisition.
Implemented franchisee acquisition strategies, developed sales processes and training plans for several concepts.
Completed the franchise development and implementation for several concepts.
Implemented salesforce.com CRM and other prospect tracking systems.

Neville Hill

Hewlett Packard Company Cupertino, CA

Senior Business Development Manager
2006 2008
The Internet services group is responsible for attaching complimentary product and service offers to initial sales to increase
customer value and gross margin. Responsible for monetizing new business opportunities and implementing a portfolio of
services targeted at SMB. Created processes, structure and disciplines across internal functions necessary to delivery new
capabilities.
Developed the business case and facilitated negotiation of partnership agreements throughout the product lifecycle.
Partnerships ranged from medium sized business to collaboration with Microsoft Corporation.

Drove assessment and due diligence with executive management for recommended strategic acquisitions and partnerships.
Developed a 5-year product and solution roadmap with portfolio objectives, financial projections, sales and delivery plans.

Led market research and competitive analysis to evaluate and qualify future products and services.
Maintained confidential relationships with potential acquisition candidates.

Director, Partner Relationship Management Solutions Cupertino, CA

2003 - 2006
Following the merger with Compaq it was necessary to integrate and consolidate many disparate partner programs and maintain
business continuity for HPs $70 billion global channel business. Accountable for the global transformation of business processes
and IT systems to support the worldwide indirect sales channel business and regional partner programs.
Managed global project management office (PMO), providing cross-functional business, financial and IT, leadership.
Consolidated more than 90 discrete business processes and systems into less than 15 to streamline operations, enabled selective
offshoring and reduction of operational headcount by more than 40%.
Modified the business process to fit the software resulting in several millions of Dollar savings and shorter time to market.
One major functionality gap required careful executive management and vendor escalation to resolve.
Maintained business continuity during transition.
Director, Americas Partner Operations and Marketing Services Cupertino, CA
2000 - 2003
Partner operations, ensures the delivery of all aspects of HPs indirect channel partner programs. Business processes and
supporting systems need to be flexible, affordable and focused on channel partner success. Responsible for managing and reducing
cost, maintaining business controls and program administration, eliminating redundant processes and systems, driving program
simplification to enable consistency, and process standardization across all functions.

Accountable for all aspects of the channel partner business relationship including; Contracts, Compliance, Program
administration, Partner information management, Business reporting, Event planning, Partner Training & Accreditation,
selection & management of all vendors to ensure adequate business control.
Complete redesign of the channel program, resulting in $7 million dollar reduction in operating expense plus an additional
reduction in duplicate marketing development fund expense:
Integration of multiple business unit programs and varied business models to create a uniform Program.
Selective Off-shoring of non customer facing functions

Director, Worldwide Process Engineering - Roseville, CA

1995 2000
Worldwide process engineering is responsible for the consistent design and implementation of the required processes to ensure the
most cost effective manufacturing throughput with the highest possible quality. Responsible for the worldwide manufacturing
process comprising assembly, automated software load, solution testing, packaging, shipping, product and all installation quality.
Implemented a unique voice of the customer program to connect employees at all levels with emerging customer needs.
Secured $80M funding to consolidate manufacturing operations and build a single facility to reduce order cycle-time and
eliminate distribution channel stock holding:
Reduced order cycle time by more than 80% percent
Delivered a less than 6 month ROI while maintaining 24x7 business continuity.
Eliminated 40% of the tier I partners and 50% of the total channel inventory
Eliminated more than $100M in potential Sarbanes Oxley exposure.
Implemented a segmented manufacturing and distribution model to eliminate additional partner touch and improve product
reliability with estimated savings in excess of $30M in the first three years.
Consolidated discrete manufacturing execution systems and eliminated $500k in annual operating expense.

Neville Hill

Global Program Director Mountain View, CA

1994 - 1995
Financial institutions, telecom providers and advanced manufacturing operations were shifting computing from more expensive
mainframe computers to distributed client server solutions. Many of these systems were supporting mission critical business
processes such as global ATM systems, national phone systems and production lines each requiring 24x7 and 99.9% uptime. These
client server solutions lacked many of the traditional redundant capabilities provided in a mainframe. Responsible to lead the
development and deployment of a new suite of services for data center and high availability mission critical computing users based on
the program developed in the UK.
Provided functional leadership and vision for the program design, ROI targets and proposed organizational design.
Drove regional goal alignment to ensure development of a global product with sufficient value for each region.
Developed sales plans training content and marketing materials, scoped system requirements for customer relationship
management and effective service delivery. Drove change management initiatives and program management in each region.
Negotiated and closed several large contracts, provided sales training to ensure the long-term financial success of the program:
Delivered incremental revenues in excess of 30%
Delivered margin improvement in excess of 50%.
Hewlett Packard Limited, UK
UK Customer Support manager Reading, UK
1991-1994
Customer support provides all remedial and preventative maintenance service delivery for computing products in the UK. Held full
responsible for complete P&L and customer satisfaction for a $50M national support services business for commercial computers
with more than 300 FTE staff.
Introduced new service offers that achieved more than 30% revenue growth in less than 2 years.
Developed the first service product for data center customers to address the needs of mission critical computing users.
Achieved and maintained ISO 9000 certification in more than 17 field offices.
Partner Business Manager Manchester, UK
1990-1991
Channel partners are essential for the low cost distribution of high volume products. Responsible for developing a support program
and, improving business relationship with the UKs largest distributor to increase product and service sales.
Implemented a channel partner service delivery program that eliminated more than $3M in warranty cost and increased direct
service sales by more than $7M in the first two years.
UK Commercial Manager Manchester, UK
1988-1990
UK commercial team comprised commercial negotiation, purchase agreement administration and credit screening. Responsible for
sales support, business controls, adherence to business policy, ensuring timely negotiation and bid management support for major
contracts, order management and large government projects.
Hired and trained a commercial team with emphasis on building collaborative relationships with customers.
Consolidated regional operations by implementing a front office, back office model to improve consistency and turn around time.
Manager, East Midlands Customer Support Nottingham, UK
1986-1988
Regional Customer support offices provide all remedial and preventative maintenance service delivery for computing products in the
UK. Held full responsible for complete P&L and customer satisfaction for a $5M support services business for technical and
commercial computers with 15 FTE staff.
Implemented a balanced scorecard including customer and profitability metrics to get alignment on priorities for success.
Quickly identified the need to replace low performing staff and replace with more qualified employees.
Eliminated more than 4 years of supply inventory due to mismanagement and lacking business controls.
Achieved record 40% revenue growth with the highest customer satisfaction rating in the region.
Senior Engineer, Technical Support - Reading, UK
1983-1986
Responsible for 2nd line support of technical computing products to enable field service engineers to achieve higher first time fix rates
and improved customer satisfaction at lower cost.

Education
University of Manchester, England
BA, Electronic Engineering

Neville Hill