William Jones

L

LEAD GENERATION SYSTEMS

I was authorized by the CFO to develop an AI-powered lead generation system to increase qualified leads. I identified requirements, analyzed chatbot vendors' partnership viability, and selected an AI product. I developed a roadmap, authored code to interact with AI API, and incorporated training materials to enhance the Sales Agent model's responses. Then, I tested the Sales Agent to ensure consistency/accuracy and deployed the solution to production. This became SOP/Best Practice, and within ~90 days, qualified sales leads increased by 6% (13% within 1 year). I was subsequently enlisted to replicate this strategy for Traject Data.

E

ENTERPRISE CYBERSECURITY

ASG was targeted by hackers due to its reputation for acquiring startups. I was directed by the CEO to implement enterprise-level security (e.g., disaster recovery, endpoint/cloud security, and data encryption). Within ~30 days, I ran simulated attacks to test and validate system response and implemented critical area logging to ensure quick tracing of attacks. The improved threat detection/response led to zero cybersecurity incidents, boosted customer trust, positioned ASG as an enterprise application, and became an industry standard.

E

EBITDA GROWTH

I was assigned by the CEO to lead an OPEX reduction strategy in preparation for acquisition due diligence. I renegotiated vendor contracts (e.g., Cloudflare, Twilio, and AWS), reviewed spending, and eliminated unnecessary services. Then, I conducted stakeholder meetings to assess software usage/value, identified potential eliminations, and negotiated/led cloud migration. This grew annual EBITDA by .02%, eliminated ~$540K in yearly costs, increased EBITDA/Growth to 46%, and positioned the company as an attractive acquisition target.

C

COACHING & MENTORING / EMPLOYEE ENGAGEMENT

I championed the company's first engineering mentorship program to improve engagement, innovation, and team strength. I collaborated with UF-WICSE to establish/manage the program, personally mentored a graduate student each semester, guiding them through POC development projects. I also facilitated weekly meetings to address challenges and support system architecture/design. In ~90 days, the program became SOP/Best Practice and solidified team cohesion. I was promoted to VP of Engineering.

E

ENTERPRISE PRODUCT DEVELOPMENT

Bid Express's legacy systems had limited encryption capabilities. I was tasked by the Director of Engineering to enable bid encryption across browsers and increase product revenue by 10%. I planned/researched/architected the solution, wrote a significant portion of the code, and led engineers in execution. I also developed tests and allocated resources to ensure timely delivery using SCRUM. Within ~135 days, this increased product revenue by 14% ($1.5M in 180 days), doubled growth (20%), and became an industry-first SOP/Best Practice.

L

LEGACY MODERNIZATION

Grade.us was fraught with code regressions and performance degradations. I was recruited by the VP of Engineering to modernize/increase performance. I investigated the system, designed new components, and collaborated with the product manager on a roadmap. Then, I allocated resources, assigned engineer tasks, wrote/updated code, and introduced unit/integration tests, language upgrades, and libraries. This reduced response times from 1.2 seconds to sub-300ms and increased monthly trials (+300), conversion rates (+8%), and nearly tripled application test coverage (30% to 84%).

S

STRATEGIC PARTNERSHIPS

Although Traject Reviews scraped ~300 sites to obtain review data, bot detection prevented such from delivery to customers, necessitating costly proxies and engineers spending a substantial amount of time fixing scrapers. I outsourced a strategic partnership to scrape reviews and implemented a tiered upcharge pricing system. Then, I conducted tests to verify counts/results, oversaw application development for the new billing tier, and negotiated strategic partner contracts. Within ~90 days, scrapers were functioning correctly, and an upcharge of $10/month for premium tiered scraper was added, generating $900K in annual revenue.

T

TEAM LEADERSHIP / COACHING

I was recruited by the VP of Engineering to transform an underperforming team and bring KPIs up to industry standards. I overcame global distribution challenges, built team rapport, implemented Agile/RACI (Responsible, Accountable, Consulted, Informed) framework, instituted performance assessments/PIPs, terminated deficient staff, and facilitated huddles/1:1s. Over ~90 days, productivity rose by 120% and customer service tickets decreased by 70%, as well as customer churn (from 20% to 11%).

C

CLOUD INTEGRATION

Grade.us used a costly PaaS product (+$40K/month) but was fraught with limitations. I spearheaded a cloud migration to AWS to increase technical capabilities and reduce OPEX. I negotiated a rare $0 contract in which AWS covered 100% of the migration costs, leveraging ASG's 60-company portfolio, future AI plans, and high monthly usage to secure the deal. Then, I guided the Traject Reviews team in developing applications, led contractor/engineer sessions, debugged bottlenecks, supported design, and created monitoring dashboard/auto-scaling policies. This successfully secured AWS for all functions and saved ASG $288K in annual OPEX.

R

RECRUITING & SELECTION

In a 5-year growth phase, the company required an R&D department to increase feature release output. I was entrusted by the CEO to build an engineering team. I established recruiter relationships, created 30/60/90-day plans to onboard engineers, developed technical assessments, organized scorecards, performed interviews, and made final hiring decisions. Then, I negotiated contracts to align budget/expectations. This became SOP/Best Practice, more than doubled output capacity (from 4 quarterly releases to 9), and scaled the Traject Reviews product team to 35 engineers.

C

CULTURAL TRANSFORMATION

The company aimed to increase its product and GTM feature releases. I was entrusted by the CEO to implement an enterprise-wide RGT
(Run, Grow, Transform) framework. I met with department heads to explain the framework and its applications. Then, once all departments had RGT frameworks, I facilitated executive meetings to validate entries/finalize roadmaps. Within ~90 days, quarterly product releases increased from 5 to 8 with 2 GTM features (up to 12 quarterly releases with 4 GTM features by month 18).

C

COMPLIANCE / SECURITY

HIPAA/SOC2 compliance controls were necessary for the company's large healthcare industry customer base. I was charged by the CEO to implement a compliance program, create an upcharge option for premium security services, and establish a process for BAA management. I created control compliance verification, developed a HIPAA project board, facilitated employee security training, led audits, and scheduled testing. These efforts grew the user base (~10 new medium to large clients/mo.) and exceeded revenue goals, generating ~$500K/year.

A

ARTIFICIAL INTELLIGENCE

The company pursued AI-powered tools to generate revenue growth. I was directed by the CEO to lead an AI initiative focused on product-market fit and customer engagement. I designed/architected a vendor-neutral AI solution, ensured LLM compatibility, collaborated with the product team to identify/develop high-value features, and led technical diligence to explore AI-based detection of fake reviews. This became SOP/Best Practice, led to 4 major AI-rich features, opened upsell opportunities, and increased annual revenue by 17%.

A

ACQUISITION INTEGRATION / USER MIGRATION

I was charged by the CEO to lead user migration efforts after the acquisition of Reputology, ASG, and retain at least 80% of revenue. I directed a team of 12 engineers to build an automated migration tool, overcame legacy code complications, built feature gaps, and wrote code and unit/integration tests. Then, I monitored transactions to catch production bottlenecks. This became SOP/Best Practice, retained 82% of Reputology's revenue ($3.28M/yr), and achieved an 82% user retention rate.

A

ACQUISITION DUE DILIGENCE / TECHNOLOGY EVALUATION / USER MIGRATION

To determine if Sendible.com was a viable acquisition, I was tasked by the CTO to evaluate its capabilities. Over ~35 days, I analyzed Sendible.com's infrastructure and processes, led engineering sessions to assess the technical viability of migrating products, designed the user migration tool, and conducted a risk assessment. Sendible.com was successfully acquired, revenue increased from $11M to $15.5M (80-90% retention), and 85% of

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William Jones

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