Deborah Perry
SVP Organizational TransformationAbout Me
Deborah M. Perry
VP – Corporate Organizational Development
Organizational Transformation / HR / Process & Productivity Improvement / Change Management
Performance Management / Leadership Development / Acquisition Integration / Cost Reductions
As a corporate HR executive with prior corporate and line operations leadership in customer service, network operations, and call centers, I partnered with operating units to develop/implement strategies to drive organizational change. I led corporate initiatives to improve operating efficiency and performance, develop leadership, identify succession candidates, and reduce turnover and costs in startup, turnaround and downsizing environments.
q Transforming organizations through utilization of human capital and emerging technologies
q Empowering and training cross-functional teams to achieve high performance
q Identifying and re-engineering non-performing business strategies to improve operating results
q Designing/implementing compensation, leadership development programs to improve retention
I earned a BS in Organizational Behavior from the
Highlighted Accomplishments
Integrated HR Partners with operating units. HR had not been seen as strategic/significant contributor to Covad organizational results. Assigned HR Partners to specific departments, charging each with responsibility for operational results as part of their HR compensation. Within six months, changed operations’ behavior from reactive to proactive interaction with HR, resulting in fewer personnel issues and improved productivity.
Created strategic compensation program to reduce turnover. Covad lost key technical employees to large competitors, including 42% in Sales. Defined benchmarked competitive compensation packages, reducing overall turnover to 4%, minimizing project delays. Improved sales retention 34%, improving revenue $800K annually.
Ensured smooth acquisition integration. Played key role on due diligence team in Covad’s acquisition of two companies. Identified compensation, benefit, job title, and work location issues. Developed communication and management plans for each unit. Lost only six of 94 employees with minimal disruption during first 18 months.
Developed succession and leadership development programs. Covad’s lack of succession planning and management retention programs was hurting productivity during downsizing. Led team in designing programs for Directors and above, creating loyalty in senior management, retaining strong leadership presence, and maintaining productivity focus. Presented new key executives to shareholders and Board of Directors.
Aligned product roadmaps with strategic vendors. Covad had no proactive program to ensure vendors could meet changing needs. Initiated vendor performance meetings to ensure product roadmap/life cycle met needs in Engineering, Operations and Finance. Cut unnecessary support costs, saving 5% annually on $115M budget.
Career History
Covad Communications, a $494M telecommunications service provider. Acquired by Platinum Equity.
SVP Organizational Transformation, Human Resources, 2005 – 2008. Reporting to CEO, developed strategies to drive compensation, culture, learning/leadership development, talent management/acquisition, succession and operational technical readiness. Managed $11M budget and 43-person nationwide team.
VP Corporate Operations, 2002 – 2005. Managed strategic vendor/partner relations, IT/application support, network operations, procurement and facility management with $115M budget and 133 staff. Reported directly to COO. Directed circuit provisioning, access management, NOC, Purchasing and Real Estate.
VP Network Operations, 1998 – 2002. Directed two 24/7 nationwide Network Operations Centers with 130 staff in VA and CA. Improved network reliability and service metrics 25% while reducing workforce 15%.
Pacific Telesis / Pacific
Director Customer Service, Pacific Telesis, 1996 – 1998. Led operations for two 300+ Customer Service Centers in
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