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KEVIN A. PALMER

27557 Via MontoyaSan Juan Capistrano, CA 92675www.linkedin.com/in/kapalmer

kapalmer@me.com(714) 925-7017

FUNCTIONAL ROLES SUMMARY

Sales Management & Sales Strategy Consulting

Responsible for the industry strategy, business planning and management reviews for the $1B

Network Equipment Provider sales unit (Oracle and Sun)

Global lead for large opportunity business development, contract negotiation, business planning and

executive relationship development for a top-tier ($100M+) telecommunication account team (Sun)

Have held multiple pre-sales technical management roles (Oracle and MCI Telecommunications)

Internal sales strategy consultant to top-tier customer teams (Sun)

External consultant to a large computer manufacturer involving its sales strategy in the

telecommunications industry vertical (CSSC).

Pre/post acquisition integration planning leadership roles for a $1B sales unit (Oracle and Sun)

Professional Services Sr. Manager, Professional Services

Sun Microsystems

Responsible for a $20M services P&L, with a $200M product leverage.

This was a turnaround role. At the time that I assumed the leadership position for this group, it

was under threat of being shut down.

Successfully improved margins from 22% to 45%, exceeding company margin objectives, and

prevented the organization from being shut down.

Managed 54 people in North America, Europe and China.

TL9000 certified operation.

Enterprise IT Management

Director of Information Management $170M J ohnson & J ohnson operating company.

Held overall IT management responsibility.

Reported to company president.

Management board position.

Communications Manager

Sales & Services Operations

VP, Operations

$20M telecommunications startup

Reported to the CEO

Responsible for

Sales order entry and processing, Customer Service, Credit & Collections

Entrepreneur

Founder and president of RexRegina, Inc., a privately-held maker of luxury, Italian leather cases for

smartphones.

EducationUniversity of Southern California

Executive MBA Program (a top-ten rated program by the WSJ , US News & World Report, Bloomberg)Pepperdine University

B.S., Management

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KEVIN A. PALMER

27557 Via MontoyaSan Juan Capistrano, CA 92675www.linkedin.com/in/kapalmer

kapalmer@me.com(714) 925-7017

BACKGROUND SUMMARY

A manager effective at helping organizations increase sales, turnaround operational performance andimprove profitability. Broad management experience in Sales, Professional Services, Operations and ITorganizations.

Sales Growth

Led a $150M business development deal with a top-tier telecommunications equipment manufacturer. Developed the industry strategy for the $1B Network Equipment Provider industry for Sun Microsystems. Developed and sold the business case for a product with the highest sales rates for the industry group.

Responsible for internal and external CXO-level industry strategy communications and presentations.

Improved Organizational Performance

Kept a professional services organization from being shut down by increasing margins from 22% to 45% in12 months. Increased cash flow in excess of 10% by improving business processes and supplier performance. Reduced by 50% the amount of time required for customers to begin generating revenue. Increased customer service satisfaction by 55%. Grew an organization and technology infrastructure in a high growth (five-year 30% CAGR) environment.

MBA, University of Southern California, Marshall School of BusinessBachelor of Science, Management, Pepperdine University, Graziadio School of Business

PROFESSIONAL EXPERIENCE

CSSC, Inc. 2012 - Current

Consultant

Sales strategy consulting with a major computer manufacturer involving its work in the telecommunicationsindustry. Areas of work include:

Market analysis, segmentation,prioritization and target plan creation

Business strategy Business and financial plan development Revenue growth planning

Indirect sales channel development Sales strategy changes required for

telecommunications service providersuse of virtualization and cloudtechnologies and architectures

ORACLE, Communications Global Business Unit 2010 - 2012

Senior Manager, Business Strategy and Planning (2011 - 2012)Worked with sales teams to more effectively analyze their Networking Equipment Providers customersbusinesses and identify sales growth opportunities. Initiative increased targeted opportunities in excess of300%. Also manage long-term sales pipeline reporting and analytics.

Senior Manager, Technical Consulting (2010 - 2011)Managed the pre-sales and post-sales technical consulting group for global telecommunicationsNetworking OEM clients. The group is responsible for sales development by helping customers architecttheir products on Oracle technologies. Also led various activities associated with the M&A operationalintegration of the Sun Microsystems Network Equipment Provider sales unit into Oracle.

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SUN MICROSYSTEMS 2000 - 2010Manager, Industry Strategy, Network ing Equipment Provider Sales Unit (2007 - 2010)

Manager, Profess ional Services, LifeCycle Solu tions (2008 - 2010)

Dual management role responsible for the sales strategy for the $1B telecommunications NetworkingEquipment Provider (NEP) industry, and also for the LifeCycle Solutions professional services organization.

In LifeCycle Solutions management role, led a global organization with 50+employees and a $20M+services P&L. This group drove $200M in annual product sales with Suns NEP OEM alliance partners.

LifeCycle Solutions provided product development professional services to global NEP customers. Strengthened the P&L, resulting in a 23 point margin improvement in the first twelve months. Improved operational performance and turned around the internal reputation of this organization. Changed the organizational structure resulting in stronger financial performance and greater scalability. In the Industry Strategy role, responsible for market analysis, segmentation and targeting, business plan

development, influencing product development priorities to meet market requirements. Responsible for industry VP and CXO-level messaging, communications and presentations for both

internal and external consumption. Frequently called into situations to turn around operational, financial and customer problems. Served as a key management point of contact between Sun NEP Sales and Oracle for pre-acquisition

integration planning

Account Development Manager (2002 - 2007)Responsible for the global business alliance relationship with a top-tier OEM telecommunications

networking equipment manufacturer at the executive level, and for the development and implementation ofthe account strategy and business plan. Achievements include: Responsible for leading a matrixed team to a winning a three-year, $150 million OEM deal. Global leader for contract negotiations. Responsible for leading development activities in APAC. Extensive business dealings in China.

Responsible for the development of the NEP Product LifeCycle Services program, which changedSuns engagement model with Network Equipment Provider clients.

Strategic Development Executive (2000 - 2002)

Recruited into a startup group chartered to provide senior-level business development and strategy consultingto the global client group. Shortly after joining this group, was recruited into the Account DevelopmentManager position.

ADVANCED STERILIZATION PRODUCTS (a Johnson & Johnson company) 1997 - 2000Director, Information ManagementRecruited into this five-year-old company (annual revenue: $170M) to lead the overall responsibility for theinformation technology function. This was a Management Committee level position reporting to thecompany president. The initial objective was to turnaround the IT infrastructure, systems and servicesorganization that had evolved into disarray over five years due to lack of strategic intent. Achievementsinclude: Improved IT customer service satisfaction by 55%

Reduced telecommunications expenses by more than 30%. Complete re-architecture and change-out of IT infrastructure systems with no operational downtime. Reorganized IT staff redefined roles and responsibilities, released under performers, promoted

achievers, aligned organization with business functions. Led the development of an IT Strategic Plan, aligning the IT function to the companys business plan. Responsible for leading a Baldrige Commission TQM team as part of an organization-wide

implementation.

Outsourced Help Desk operations to IBM Global Services.

MCI TELECOMMUNICATIONS Jan 1993 - 1997

Senior Manager, Technical Consulting and Services Managed the Technical Consulting and Service Management organizations within MCI's Corporate NationalAccounts division. These organizations were responsible for pre-sales networking consulting, design,proposal and bid management, and post-sales project management, implementation and servicemanagement of global voice and data communications networks used by MCI's Corporate National Accountcustomers headquartered in southern California.