Steve Lavalle

Co-CEO

WonderBotz

Apr 2017 - Current (9 years 7 months)

I am a co-founder of WonderBotz which is a robotics hyperautomation (aka, RPA, IPA) service provider. My team and I started WonderBotz because we saw many organizations struggling with their RPA programs. We knew we could help clients monetize robotics faster for higher ROI and competitive differentiation.

Rather than opine on the future of Intelligent RPA, we advocate a results-now approach fueled by our prebuilt solutions and straight-talk. Once your capability is self-sustaining, we enable clients to be self-sustaining (e.g., co-pilot, training, help desk, consulting) and deliver their own automation projects.

Please don't hesitate to contact me at

Principal - Advisory

EY

Apr 2014 - Mar 2017 (3 years)

As a Principal in EY’s Financial Services Organization, I help clients monetize disruptive technologies (e.g., advanced analytics, RPA) to accelerate their growth, expand margins and create competitive differentiation, including:
• Launched US FSO Robotics (RPA) practice in 2015
• Develop business, sell services and perform marketing including industry conferences
• Generate, harvest and expand global learnings to accelerate our effectiveness and improve our client services

During this time period, the client engagements I worked on included:
• Help leading insurer stand-up robotics center-of-excellence, after successful pilots in licensing and appointment, and benefits management
• Help leading insurer a

Executive Vice President

Merkle

Jan 2011 - Apr 2014 (3 years 4 months)

My first role was to establish and run the P&L for Merkle's Client Advisory Group which housed our industry vertical teams, including general managers, industry strategists and account managers.

Collaborating with Merkle's executive committee, I co-led our transition from horizontally-driven to vertically-driven P&L management. This included creation of several new line management roles and the phasing out of obsolete roles. I achieved 80% improvement in year-over-year margins for my unit and a 20% improvement in the "Great Places to Work" employee survey.

In July of 2012, I established Merkle's Management Consulting Group with an initial practice spanning customer strategy, marketing and channel management and ente

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Global Leader, Business Analytics and Optimization Strategy Services

IBM Global Business Services

Apr 2009 - Jan 2011 (1 year 10 months)

As co-founder and Global Leader in the Business Analytics and Optimization Strategy Services, I focused on applying analytically-based insights to client operations including the following:
• Co-developed Industry Analytics Value Propositions with IBM Industry Teams
• Engaged external analysts and briefed on our capabilities
• Hosted and presented the BAO Executive Exchange at Information-on-Demand Las Vegas conferences

During this time period, the client engagements I worked on included:
• Analytics assessment for major automotive company
• Smarter lead generation strategy for leading insurer

I was also the principal author of the following publications:
• Business Analytics: The New Path

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Global and Americas Leader, Customer Focused/CRM Strategy Services

IBM Global Business Services

Oct 2002 - Mar 2009 (6 years 6 months)

As the Global and Americas Leader of Customer Focused and CRM Strategy Services, I was hands-on in selling and delivering major operational strategy and roadmap engagements including:
• Customer Focus/Experience Vision (multiple, cross-industry)
• Multi-channel Sales and Service Optimization (multiple, cross-industry)
• Annuities Operations Improvement (multiple)
• Medical Management Vision (for a leading healthcare payer)

In this role, I built a high performing team through on campus and experienced hire recruiting programs. I set challenge goals for practitioners and prepared annual assessments. I also trained and deployed practitioners to achieve aggressive growth requirements while delivering strong utiliz

Director / Partner, Management Consulting

PwC Consulting

Jan 1998 - Jan 2002 (4 years 1 month)

As a director, partner at PwC Consulting, I sold and delivered engagements supporting clients’ organic growth and margin expansion. While there, I delivered several multi-channel contact center start-up and operations improvement projects, such as:
• A multi-channel service strategy and start-up for division of Fortune 100 financial services firm seeking to align service to client value. I created a phased approach to ramp-up that reduced start-up costs by leveraging capabilities of 22 existing service centers. My team provided implementation assistance and program office coordination for joint consultant/client teams spanning process, organization, telephony, and technology.
• An operations strategy and implementation for the di

Principal Consultant

PwC Consulting

Oct 1996 - Jan 1998 (1 year 4 months)

As a founding member of the Marketing and Customer Management practice recognized as the leader by Gartner, I worked in practice development and consulted in merchandising and inventory management and customer experience and catalog operations:
• Practice Development: I identified add-on services projects through focus on time and budget delivery. I defined start-up CRM strategy and process improvement offerings and managed teams and client relationships.
• Merchandising and Inventory Management: I aligned product development and inventory management processes for the direct marketing division of a leading entertainment company. My recommendations spanned organization design, process, and improved systems utilization.
• Custo

Management Consultant

AT Kearney

Jan 1995 - Jan 1996 (1 year 1 month)

As a member of Consumer Products Practice, I focused on retail and played key roles on:
• Product Development Management: I reengineered the product development process for a $1 billion division of a $12 billion retail firm. This project reduced expenses by 15% and new product development time from 12 months to seven months.
• Merchandising Management: I developed an integrated merchandise planning and inventory control process for the apparel division a $5 billion distributor-based retailer.
• Strategic Planning: I participated in the strategic positioning of a retailer and cataloger of apparel. The project included market sizing and evaluation, internal operational assessment and strategic positioning.

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Manager of New Business Operations

Chadwicks of Boston

Jan 1992 - Jan 1995 (3 years 1 month)

While Manager of New Business Operations at Chadwicks of Boston, the direct marketing division of TJX and leading apparel catalog, I played key roles on:
• Operations Start-up: I oversaw the start-up of and managed new fulfillment center and contact center including budgets, operating policies, service strategies, work flow, job descriptions and performance measurement. I was the business lead for the effort to choose and implement a catalog management system. My team achieved an approval rating of 98+%.
• Inventory Management: I developed statistically-based, profit-maximizing inventory buying rules and new planning tools to supplement the legacy inventory management systems. These initiatives led to 25 point improvement in init

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Steve Lavalle

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