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Tim Burton

PMO / Contract Management and Project Delivery Executive

Mastery in effectively leading large, complex programs on a global scale including creating
or restructuring PMOs. Proven success in enrooting the framework and processes to operate
the Project Management Office to IMPROVE BUSINESS PERFORMANCE and RECOVER THE COST OF
CAPABILITIES DELIVERED. Strength in identifying and driving opportunities to standardize, centralize,
optimize, simplify or consolidate processes and people across all business platforms to ensure
FUNCTIONAL ALIGNMENT. Demonstrated leadership savvy to drive change within an organization,
cultivating support and MAXIMIZING CONTRIBUTION FROM TEAM MEMBERS.

UNIQUE VALUE PROPOSITION:

Resourceful and versatile strategic visionary with a big picture perspective and deep understanding of Project and
Program implementations, structure, lifecycle and best practice standards. Catalyst in improving the predictability
and efficiency of an organizations project delivery capability, with finesse in cultivating relationships and influencing
key interfaces and stakeholders. Consistent track record of achieving positive results through assessing situations,
removing roadblocks and proactively navigating change to move programs forward.

KEY BENEFITS AND ADVANTAGES:

Proven ability to: (1) Collaborate with business and executive leaders to translate strategic direction into actionable
projects / initiatives to achieve corporate goals; (2) Manage all PMO processes, monitoring and measuring program
execution, financial impact, quality and risk; (3) Serve as Project Recovery expert, reviewing projects current state,
identifying areas in jeopardy, resolving problematic issues and driving a corrective plan; (4) Direct and develop
Program and Project Management teams, coaching and mentoring staff on leadership competencies, methods, and
effective execution, and cultivating a synergistic culture focused on innovation, accountability and performance.

STRENGTHS AND TALENTS:

Project Governance / Resourcing
Continuous Improvement
Contract / Bid Management
Team Leadership / Mentoring

Capabilities Development / Support

Deploying New / Enhancing Existing PMO
Change Management / Transformation
International / Cultural Awareness

Project Turnaround / Recovery

Client Relationship Building
P&L Performance / Budgeting
Organizational Development

Recent Career Experience ___________________________

3S NETWORK, INC., Sacramento, CA 2013 to 2015
VP PMO
HUAWEI GLOBAL TECHNICAL SERVICES, China 2011 to 2013
VP PMO, Senior CFR
NORCONSULT TELEMATICS, Saudi Arabia 2008 to 2010
VP Operations
ERICSSON NETWORKS, Indonesia 2007 to 2008
VP Operations, NDI
NOKIA NETWORKS, USA / Global 2000 to 2007
Head of Project Management, Western Region US (2004-2007)
Director of Technical Management, North and South America (2003-2004)
Director of Technical Management, 3G Business, Asia Pacific Region (2002-2003)
Head of Project Management Operations, Southeast Asia Region (2002)
Project Director, DTAC Project (2000 to 2002)

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Pivotal Achievements and Areas of Influence ________________

2013-2015 VP PMO Operations:

ACTED AS PERFORMANCE LEADER AND DRIVER OF CHANGE: Key driver in leading business transformation to
deliver sustainable growth related to Civil Construction and Engineering Services for IT, DAS and Transport.
Architected a PMO deployment roadmap and established infrastructure to strengthen project execution and
reduce risk across the portfolio. New, high-performing PMO provided immediate visibility and insight into
critical program and project performance, improved decision-making and control. Additionally, enabled
penetration into new markets and competitive project bidding, increasing profitability by up to 20% and
considerably reducing payment cycle.

2011-2013 VP PMO, Senior CFR (Contract Fulfillment Responsible):

SERVED AS BACKBONE FOR HQ GLOBAL PMO TRANSFORMATION: Selected by BOD member to navigate a
global PMO change initiative within Delivery Management to improve project profitability and align competitive
pricing to corporate strategy. Focused on: (i.) Developing PMO Center of Excellence; (ii.) Instituting disciplined
structures, tools and guidelines to support integrated sales and delivery processes; (iii.) Building an Early
Involvement group to minimize risk at earliest project stages. Newly developed capabilities advanced PMO to
a more strategic orientation to maximize profitability, establishing a basis for real competitive advantage.

DROVE CRITICAL STAKEHOLDER VALUE: Member of PM and FR Expert Groups and Lecturer for Early
Involvement and Contract Management at Huawei University, developing and delivering courses that increased
employee expertise and overall effectiveness. Personally analyzed Class A contracts valued at over $300M,
establishing a roadmap to improve commercial control, mitigate contract risks and minimize value leakage,
capturing multiple millions of dollars in savings.

ORCHESTRATED AGGRESSIVE PROJECT TURNAROUND: Assumed leadership of a struggling project in Indonesia

(full network IP modernization, fiber foundation implementation and network swap). Delivered an accelerated
assessment and robust recovery plan executing changes to people, process and structure to successfully
position project back on track. Authored white paper Root Causes of Huawei Project Failure that won
esteemed acclaim from Corporate Board.

2008-2010 VP Operations:

LED AGGRESSIVE ORGANIZATIONAL TURNAROUND: Multi-faceted, high visibility role, overseeing global
operations (total of 700+ employees spanning 3 locations), serving as senior strategic advisor and directly
interfacing with a high-profile customer. Integrated and unified disparate project management practices into
one cohesive PMO, designing and establishing robust procedures, methods, reporting and operational
framework to improve consistency, transparency and effectiveness. Achieved 20% reduction in operating
budget, while bolstering capability to manage 30% year-over-year growth of deployment scope.

2007-2008 VP Operations, NDI (Network Deployment and Integration):

DELIVERED MONUMENTAL PROJECT RECOVERY: Initiated fast action to salvage high-stakes, $500M project
(roll-out of Greenfield network for key customers involving build-out of 2000 sites), 3 months behind schedule
and with only 6 months to launch. Met all launch objectives and ensured a high level of customer satisfaction
within 6-month period, avoiding catastrophic losses to immediate and future business.

OPTIMIZED ORGANIZATIONAL PERFORMANCE: Assembled a cross-functional team spanning 6 departments

and 700 employees within the Top 3 revenue-generating Ericsson country units in the world. Newly activated
team expertly led complex programs and maintained focus on critical project activities to attain desired
business results. Designed and implemented an innovative, contract management platform that bridged
Sales and Delivery operations, enabling accurate risk estimation, and end-to-end project cost control.

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Pivotal Achievements and Areas of Influence (continued) _________

2004-2007 Head of Project Management, Western Region US:

ENSURED OVERALL GLOBAL SUCCESS OF PROGRAMS AND PROJECTS: Acted as key interface between project
performance to program plans and executive team, with oversight for business in 11 Western States, including
30 direct reports and a 300+ outsourced workforce. Steered development of a groundbreaking program that
piloted implementation of e2e eBusiness tools and processes for the largest customer in the US, generating
$24M in annual cost reduction. Best-in-class framework sparked achievement of the highest Project
Management Assessment score ever accomplished in Nokia Networks globally for US Western Region.

2003-2004 Director of Technical Management, North and South America:

ESTABLISHED BEST PRACTICES TECHNICAL MANAGEMENT CAPABILITY: Catalyst in positioning technical and
contract management as a core competency critical to Nokias competitive advantage, producing millions of
dollars in savings. Furthermore, maneuvered efforts of Cingular and AT&T merger, pioneering and leading
innovative process for system assessment to seamlessly merge IT infrastructures of 16 divergent networks,
successfully meeting/exceeding corporate goals. Devised compelling services marketing portfolio and
conducted nationwide workshops that invoked customer interest, personally closing $15M of profitable
business.

2000-2004 Director of Technical Management, Asia Pacific Region:

MAXIMIZED OPERATIONAL EFFICIENCY AND BUSINESS AGILITY: Demonstrated ability to consistently act as
a change agent across diverse business units, multicultural and international environments including Japan,
Taiwan, Australia / New Zealand, Malaysia, Thailand, Singapore, Philippines, India, and Indonesia. Heavily
involved in strategic contract management, transforming business groups into projectized organizations
to ensure productive management of people, information, and assets. Key role in structuring and capturing
7 major deals in Asia Pacific region historically the most successful initiatives ventured by Nokia.

Earlier Career
ERICSSON NETWORKS (1995-2000)
Head of Operations, Intelligent Network R&D (IT Platform Application Development), The Netherlands
Technical Director, Rio de Janeiro, Brazil
Senior Customer Support Manager, Technical Assistance Center (TAC1), Montreal, Canada
Customer Support Manager, RBS and Switching Test Plant Operations, Richardson, TX
Prior Field Technician and Lead Field Engineer roles at:
MCCAW COMMUNICATIONS/AT&T WIRELESS, Reno/Santa Barbara, CA and ERICSSON NETWORKS, Los Angeles, CA

Education and Professional Development

Business Management University of Laverne, Laverne, CA
PMI Project Management Professional
Certified Electronics Technician Radar and Communications US Navy
Basic Electricity and Electronics Principles US Navy, San Diego, CA
Radar and Communications Engineering Certification Electronics Technician A School, US Navy, Great Lakes, IL
IFF and Specialized Radar and Communications Systems C Schools US Navy, San Diego, CA