Gary Hammack is a quality, process, and lean excellence leader seeking a new position. He has over 30 years of experience implementing business process management, Lean Six Sigma, quality management, and operational excellence best practices at large companies. Hammack holds a Master's degree in Business Administration and is a Lean Six Sigma Master Black Belt. He has a track record of developing performance metrics, improving processes, increasing customer satisfaction, and implementing cost savings initiatives. Hammack is seeking to leverage his expertise in business transformation to help additional organizations.

1. Gary E Hammack
913-897-0995 H / 913-706-4574 C / gary.e.hammack@gmail.com
HIRE ME
QUALITY, PROCESS, & LEAN EXCELLENCE LEADER
KEY AREAS OF FLUENCY
 Business Process Management BPM
 LSS Champion for Problem Solving
 Vendor & Outsourcing Best Practices
 Team Player / Team Building
 Process Workbench / SIPOC / RACI
 Right-First-Time (RFT) Quality Focus
 Business Intelligence / DW
 Eliminate Waste & Inefficiencies
 Value Stream Mapping (VSM)
 Service Delivery/Assurance Specialist
 Six Sigma Master Black Belt - Kaizen
 Operational Excellence Management
 Performance Reporting & Analytics
 Quality Management Best Practices
 Executive & Customer Presentations
 Written & Verbal Communication
 LSS Governance & Best Practices
 Vendor Management / Supply Chain
 Advanced SLA/KPI Management
 Control Center / Alarm Management
 International Executive Leadership
 LSS Leadership, Mentor, & Coaching
 ITIL v3 Service Management
 Strong Customer Satisfaction
 Project Management (PMO)
 Crisis & Continuity Management
 Cost Management / Budget P&L
 Scorecard / Dashboard Reporting
 Strong Facilitation Skills
 Kaizen, 5S Specialist, & Agile
ACADEMIC ACHIEVEMENT & CERTIFICATIONS
Master of Business Administration (MBA), Mid-American Nazarene University, KS - 1996
Bachelor of Arts (BA) Management and Human Relations, Mid-American Nazarene University, KS - 1994
Lean Six Sigma Master Black Belt (MBB) – 1999 & 2013 (Sprint/ALU)
Lean Six Sigma Black Belt (BB) – 1996 & 2013 (Sprint/ALU)
Lean Six Sigma Yellow/Green Belt (GB) – 1994 (Sprint)
HIGHLIGHTS OF QUALIFICATIONS
 Seasoned veteran of helping companies to not only identify issues & problems, but possess the keen ability to
implement cost effective solutions. Effective in implementing strategic global lean best practices to eliminate
waste/rework (quality), improve inefficiencies & processes, increase customer satisfaction, and increase revenue.
 Establish strong customer relationships by creating and delivering on a comprehensive set of Performance
Management metrics (SLA/KPI) which support the entire business. Establish baselines, set objectives, and drive for
results with accountability. An enabler of precision delivery for creating a business excellence centric culture.
Facilitated COO Reviews while building strong cross-functional relationships with a strong focus on improving
customer satisfaction.
 Implemented vendor management & outsourcing best practices relative to OEM’s or managed service contracts.
This included establishing and managing E2E performance metrics (SLA’s), reviews, and accountability associated
with processes, productivity and quality measures. Establish customer/supplier relationship SIPOC criteria, defined
how parties manage risks or pitfalls, implement governance best practices, and ensure contracts were win-win for
all stakeholders.
 Implemented Right-First-Time quality best practices to enhance the customers’ experience while eliminating waste
and increasing revenue. Underperforming areas resulted in immediate call to action for analysis & problem solving.
Experience
Education
Highlights

2. Gary E. Hammack
 Produced & facilitated executive level presentations supporting the business as well as campaigns to not only win
new business, but to retain high profile customers in a highly competitive environment. Provided strong leadership
to implement global governance best practices for excellence. Implemented monthly Customer Quality Index (CQI)
Scorecards to support Global 50 Customers. Excellent knowledge of all SLA/KPI metrics.
 Customer mind-set focused on performance, improving quality, and processes on key initiatives affecting the
customer’s experience. Look for ways to enhance delivery of services while reducing end-to-end (E2E) cycle-times.
 Extensive knowledge of customer service or “call center” best practices. Excellent understanding of WFM,
productivity analysis, and ITIL Service Management best practices designed to not only enhance the customer’s
experience but when properly implemented will improve performance, reduce waste, and increase revenue.
 Versatile and skilled professional with extensive international experience leading teams and managing operational
environments for Fortune 100 companies. Recognized as strong leader and team player that is results oriented.
 Valued for expertise in lean management methodologies, advanced quality systems, and problem solving.
 Couples technical knowledge with managerial abilities to maximize company performance in order to gain market
dominance.
 Promotes a working environment which incorporates activities designed to enhance customer service and
satisfaction while simultaneously achieves cost-effective financial solutions. Reduce expenses and improve
revenues while maintaining exceptional quality and customer satisfaction scores.
 Excellent communicator and mentor that is dedicated in building trust, respect, and cohesive relationships with
stakeholders. Very much a team player and team builder.
 A tenacious, resourceful, and creative problem solver with excellent leadership & decision making skills. Ability to
navigate complex issues related to dynamic growth, cash flow management, and project life cycle management.
SELECTED ACCOMPLISHMENTS
 Instrumental in developing and implementing alarm management best practices to support 24x7x365 Network
Operations Centers (NOC) which enabled companies to adopt a more proactive rather than reactive approach to
managing operational issues; ‘mean-time-to-repair’ (MTTR) was ultimately reduced by 75% for P1 issues and 50%
for P2 issues. Designed, built, and implemented four complete NOC’s environments for Fortune 500 companies.
 Established ‘maintenance window’ best practices for change management; initiative significantly improved
customer satisfaction since systems remained fully operational during main working hours. Managed highly
effective LSS performance teams for multiple Global Top 500 Companies
 Recognized as highest rated manager under COO; established performance metrics, improved quality awareness,
process, and problem solving resulting in an increase in customer survey ratings by 25% and internal quality scores
by 15%.
 Saved global accounts by solving internal performance & quality issues relative to delivery of world-class service;
implemented best practices relative to quality and processes resulting in customer retention of three global
accounts representing $10 million annually.
 Implemented global lean best practices and governance supporting 425 Green belts and 21 Black Belts. Put
guidelines in place to achieve an annual cost savings target of $51M with LSS projects
 Implemented a best-in-class incident management system (trouble ticketing system), created comprehensive
performance reports, analyzed data, and determined which products caused the most serious issues of the 40,000
troubles handled per month; identified root cause and implemented timely and cost-effective solutions;
consequently call volumes fell 50% over the following year and saved annual resource costs valued at approximately
$10 million.
Accomplishments

3. Gary E. Hammack
 Led global effort to develop cohesive alliance between two global partners in France Telecom and Deutsche
(Germany) Telecom, formed to establish best practices in service delivery and service assurance.
Career Summary
 Senior Project Manager , Flexera Software (2014-present)
 Ops Science & Process Improvement Leader ALU (1 year) / 2013-2014
 Executive Consultant (Ericsson, Sprint, ALU) (2.5 years) / 2010-2013
 AVP Business Development & Performance, British Telecom (3 years) / 2007-2010
 Director of Service Development, Premiere Global Services (3 years) / 2004-2007
 Senior Manager (IT/Network Business Operations), Sprint PCS (15 years) / 1988-2003
 Frontier Airlines (Call Center/NOC), Frontier Airlines (3 years)
 ACD/PBX Technician, General Dynamics (3 years)
 National Security Agency (NSA) (5 years)
 US Army Veteran (3 years)
CRONOLOGICAL WORK HISTORY
Flexera Software Senior Project Manager – 7/2014 – Present
 Managing E2E multi-million dollar ITIL asset (software/hardware) management projects (SAM / ITAM)
Alcatel-Lucent Technologies Process Improvement Leader - 2/2013 – 8/2014
 Implemented Global governance best practices associated with our Lean Six Sigma and/or Ops Science organization.
 Presented new capabilities to global teams/organizations so all associates would embrace a culture of excellence.
 Assisted departmental staff (green belts / black belts) to not only identify organizational issues, but identify root-
cause, present findings, and implement cost effective solutions.
 Established comprehensive set of Performance metrics supporting executive management (SLA’s/KPI’s)
 Took complex business problems, validated and quantified, assigned LSS resources, and presented business
improvement options back to management for consideration.
 Implemented policies and guidelines for Yellow, Green, and Black Belt training and certification (422 GB’s/21 BB’s)
 Achieved first year goal of $52M in cost savings associated with implementing lean business practices.
Self Employed (CorTech, Ericsson, Brosna, Sprint, ALU) Exec. Consultant – 6/2010 - 2/2013
 Created and established executive level performance metrics supporting the managed services business unit
 Created and established SLA/KPI performance scorecards supporting governance committee
 Created and produced trended and forecast reports depicting areas of concern.
 Performed root-cause analysis, and provided workable solutions back to the business for consideration.
 Implemented quality, process improvement, & lean best practice initiatives to increase customer satisfaction.
British Telecom AVP of Business Development and Performance - 6/2007 - 5/2010
 Managed a Global performance excellence team (7 LSSBB’s) reporting directly to the COO, responsible for providing
a comprehensive set of performance metrics supporting all aspects of the business.
 Created and established from scratch all functional business line performance metrics (SLA/KPI) supporting VP’s and
reported on a daily, weekly, and monthly basis. Established baselines and created best-in-class objectives and
Work History

4. Gary E. Hammack
produced trended reports. If any items trended RED, then the business excellence performance team would engage
to identify problem, resolve, and get indicator back to GREEN.
 Created and established from scratch all executive level reports supporting all business lines on a daily, weekly, and
monthly basis.
 Created and established from scratch all customer level reports supporting all products and services on a monthly
basis.
 Tasked with solving business problems relative to business excellence. Responsible for improving quality, process
improvement, eliminating waste, and improving customer satisfaction levels across business organizations.
 Retrieved and extracted large amounts of data from servers and data warehouse. Used BI tools and techniques to
produce action oriented reports using Six Sigma and SPC tools to solve business problems.
 Performed process improvement initiatives across all aspects of the business. Looked for ways to improve our
efficiencies and increase the customers' satisfaction.
 Identify root-cause on issues & implemented cost effective workable solutions.
 Implemented both quality and ITIL best practices to reduce costs.
 Provided executive level presentations to gain new business and retain current customer base.
 Implemented ITIL best practices relative to incident management, problem management, change management,
configuration management, alarm management, crisis management, and continuity management.
 Interacted with Sales Account Managers to do on-site customer presentations relative our excellence capabilities.
Self Employed (Sprint) Executive Consultant – 1/2007 – 6/2007
Premiere Global Services Director of Business Operations – 8/2004 – 1/2007
 Managed a global performance excellence (7) team reporting directly to the COO.
 Tasked with solving business problems associated with improving processes, quality, and cost initiatives associated
with increasing the customer's experience.
 Performed and documented functional, integration, acceptance, regression, and beta testing of software releases.
 Established and reported on a comprehensive set of SLA/KPI's supporting all aspects of the business.
 Established CEO level metrics supporting annual employee bonus criteria.
 Created and implemented ITIL v3 best practices across entire operations organization to include network
operations, IT, Sales, & Marketing relative to supporting seven global call centers.
 Retrieved and extracted large amounts of data from servers and data warehouse. Used BI tools to produce action
oriented reports using Six Sigma and SPC tools to solve business problems.
 Implemented global best practices for all ITSM (Service Management). Competent with ERP/CRM systems.
 Produced all executive level reports and facilitated presentations to COO.
 Created and produced 100+ performance reports on a daily, weekly, and monthly basis supporting all aspects of the
business. These reports became the standard for all SLA/KPI's to measure our success and annual bonus criteria.
 Vendor management responsibility and vendor selection for implementing new technologies.
 Created and produced Customer Quality Index and Customer Experience Index reports and scorecards.
 Interacted with CRM tool to drive sales/marketing efforts to win new customers.
 Evaluated and produced productivity reports.
Sprint PCS – Senior Manager IT/Network Business Operations –1988 – 2003
 Progressive work history with increased responsibility
 Retrieved and extracted large amounts of data from servers and data warehouse. Used BI tools to produce action
oriented reports using Six Sigma & SPC tools to solve business problems.
 Received Yellow/Green Belt/SPC (1994), Black Belt (1996), Master Black Belt (1999) training.

5. Gary E. Hammack
 As a result of MBB training, provided Global excellence “best practice” training in China, Taiwan, Korea, Australia,
and New Zealand in an effort to enhance a culture of excellence.
 Solved business problems with or without data. With no data, conducted “fishbone” brainstorming sessions to
identify potential root-causes. Took action to identify root-cause and make presentations back to management.
 Provided a wide range of global performance reports & analytics
 Provided root-cause analysis to identify areas for improvement across multiple organizations
 Implemented best practices relative to all aspects of operations, network, & IT
 Executive management vendor management meetings relative to PCS OM’s and rollout of 2G/3G technologies
 Provided integration, functional, acceptance, and regression testing of telephony software
 For eight years, designed, worked, and managed multiple 24x7 NOC’s
 Produced daily, weekly, and monthly performance reports for executive management
 Process improvement to solve problems associated with missed objectives
INTERNATIONAL BUSINESS EXPERIENCE
Served at US Embassies in Kuwait City, Kuwait; Islamabad, Pakistan; Bucharest, Romania; Lima, Peru; and Bangkok,
Thailand. Conducted international business implementing global excellence best practices in Great Britain, Germany,
Austria, France, China, Korea, Taiwan, Australia, New Zealand, and Canada.
References Provided upon Request
Life Member VFW; Previous NSA/CIA (based at Ft. Meade and Menwith Hill) & Previous TS/SCI Full Scope Clearance
International