Erick Nelson - Resume

ericknel@comcast.net
(206) 281-1149
Last Updated:  October, 2003

Areas of Interest

Project Management

Experience

Project Management specialization with high-impact projects, on various platforms
Virtually every project, over 14 years, was brought in on time and under budget
Intranet Project Leadership and development experience
Former member of Pacific Northwest Intranet Roundtable 
Professional development in Visual Basic and COBOL; some C++

DHL/Airborne Express
Fees Integration
(2003 - current)

Fees Integration (2003 - current)

Representing Airborne's ITS side for integration of Fees with DHL, as part of total systems integration.  Over 30 domestic fees; 1,000 hr time-to-market with extremely aggressive schedule.

Airborne Express, Seattle
Systems Development Manager - High Revenue Projects
(1999 to 2003)

Fees Coordination Manager (2003)

Put in charge of coordinating all fees-based revenue enhancement efforts.  Responsibilities include providing information, teaching and presenting, helping to decide between approaches, reporting status to Sr. VP Marketing, acting as liaison between ITS and business units as needed, streamlining the process, and acting as direct project manager for the efforts with the highest payback.

Includes managing two smaller fee projects, successfully implemented:  Supplies/Packaging Fee, (Hazmat) Spill Fee ($1M/yr).

All Project Management consists of:  Detailed Requirements, High-level Design, acquiring resources, time-to-market trade-offs and strategies, establishing milestones and timelines, working with developers, coordinating testing, and delivery of all projects on time and under budget.

Manager, Delivery Area Surcharge Project (2002 - 2003)   ($25M/yr)

Project Manager for a time-to-market strategic project (1,000 hour) to assess a fee for delivery to outlying areas.  Gross revenue is $25M/yr; net profit approx $20M.  Figured out a way to deliver main functionality six weeks earlier that requested, adding in an unexpected additional $2M to the 4Q 2002 bottom line.  On time, under budget.

Manager, Late Fee Assessment Project (2002 )   ($6M/yr)

Project Manager for a time-to-market strategic project (2,000 hour) to allow the company to assess late charges to delinquent customers.  Current Benefit is $6M/yr. Expected Benefit when fully rolled out is $10M+/yr.  Builds upon the framework established by Weekly Service Fee project (below).  On time, under budget.

Manager, Weekly Service Fee Project (2001 – 2002)   ($4M/yr)

Project Manager for a large (11,000 hour, 15 FTE) time-to-market strategic project to allow the company to do customer-level billing, beginning with a fee for drivers making regular stops at customer sites.  This first fee alone is bringing in $4M/yr, and will yield up to $50M/yr in additional billable revenue when fully utilized.  Enhancements to mainframe business systems, including DB2.  On time, under budget.

Manager, SNC Project (1999 - 2000)   ($8M/hr)

Turned around a failing strategic project.  Shipment Number Control (SNC) was a 4,000 hour reclamation project which combined web programming (Visual Interdev ASPs) with Unix (Oracle, Tivoli) and mainframe components to manage the assignment of airbill numbers to customers.  Revenue gain is $8M+/yr.

Received second Apex Award, the highest employee Airborne award, for this work.

Airborne Express, Seattle
Sr. Systems Analyst
(1994 - 1999)

Intranet Manager (1999)

Delivered an "Intranet Framework" document, which makes comprehensive recommendations and a high-level implementation plan for a full, well-managed company-wide intranet, and a working ITSnet.  Represented Airborne at the Pacific Northwest Intranet Roundtable, a consortium of intranet managers which includes Microsoft, Starbucks, Safeco, Boeing, Alaska Airlines, Group Health, Safeco, and Frank Russell.

Project to build the Intranet was funded in April, 2000, but put on hold due to the needs of other pressing projects.

Special Projects (1997-99)

Data Entry Rewrite.  Wrote Visual Basic 5 programs (5,000 lines) for the largest of 22 data entry systems.  To be used as a template/model for others.  Handed off to programming groups.  This has worked well for several years with no need for programming changes.

Revenue Capture Project (1996)   ($40M/yr)

Part of four-person team to design mainframe system that would track unrecoverable revenue and make it easy to bill for these shipments.   Wrote a set of revenue entry programs (10,000 lines) in Visual Basic 4 that is used to recover $40M+/yr.  Publicly commended by CIO as a "model of simplicity and functionality."

LightShip Tracker Project (1995)

Project Lead for one year Strategic Project with four analysts. Developed commercial-quality shrink-wrapped software to allow customers to track their own shipments and store information for integration with their own systems. Used a three-tier software strategy, with Visual Basic 3 (user interface), MS C++ (data communications), and COBOL CICS (mainframe database access) components. Gave presentations to senior executives and directors.

This became the core of Airborne's Internet Tracker, which recorded well over 1 million hits per month.

Previous Employment

Education

M.A. Philosophy, Claremont Graduate School (full fellowship 2nd year), emphasis in Theory of Knowledge and Logic (1986)
B.A. Philosophy, Pomona College (full California State scholarship) (1978)
Top 10% nation, Graduate Record Examination (1981)

Computer Science classes: Seattle Pacific University and North Seattle Community College - including Data Structures, Computer Organization, and Operating Systems

Firsts and Mosts

Firsts

Mosts