Susan Puckett

Strong analytical and negotiation skills with keen eye for complex data. Reliable and committed to working collaboratively with clients and vendors. Knowledgeable Contract or Project Coordinator with strong foundation in managing contract and project lifecycles from initiation to completion. Adept at coordinating with stakeholders to ensure timely and accurate contract execution, showcasing keen eye for detail and compliance. Demonstrated proficiency in negotiation and problem-solving, ensuring seamless operations and high client satisfaction.

• OSHA Certified
• SC Driver's License

Honeywell

• 2024: Collaborated with a team of 2 to increase sales in a newly merged division. Vetted potential clients for Gas Detection Products and Modular Systems, drafted contract amendments, and added product lines to 25 companies' contracts, increasing revenue by $2.5 million in 4 months.

Contract Compliance:

• May 2023: Managed compliance and contract issuance for 125 companies to sell Honeywell products, completing 115 by January 2024.
• January 2024: Added 119 partners in Europe.
• April 2024: Expanded portfolio to include 50 partners in Asia-Pacific and India.
• December 2024: Achieved 80% compliance in Europe, Asia-Pacific, and India.

Carolinas Telco:

• 2022 Full Telephony Overhaul, taking archaic system that only allowed a small number of direct phone lines, and extensions. 101 lines in the beginning, at a cost 2 times the final cost of RingCentral, where 149 people had a direct line and could fax from their phone number or opt to use a shared fax line.

Central Piedmont Community College:

• 2001 I started at Central Piedmont as a Part-time admin. My work there grew quickly into more than office administrative. I began purchasing to fill a new building with furniture, computers, Apple software, and podiums.
• 2002, I became Full-time, and it grew from there, to a time where I helped with course input but managed the finances of Fall Winter Theatre. Summer Theatre came right behind it, making me the project manager of two performing arts programs.
• 2008, this timeline came my annual project for Capital equipment. Then, Opera and Dance Programs became my responsibility. Overall, I managed the spending & budgets between $175K- $675K annually.
• 2009-On.. Refer to my projects. They tell the rest of the story.

Honeywell 

— Compliance (Global)
Bring 400 Partners (United States, Canada, and Europe) into Compliance by pulling Due diligence Data- Confirming Approval and writing Distribution Agreements for Partners to sign.  Recommend Non-Compliant Partners for Termination.  Five months in, the Asia Pacific Region was added- 150 more to bring into Compliance. Accomplished all goals.
— LEAP
Starting in Deficit, charged with adding all Contracted Distributors to Leap, including their Compliance Credentials- 500+ Records Complete.  Accomplished original goals.

— Synergy
Coordinated with Sales Teams of two newly merged areas to identify companies that would benefit from new product offerings and sell at least 100K by the end of the fiscal year.  Wrote 30+ Drafts to add the new Products to HGAS partner portfolios and vice versa. Secured 20 Partners’ signatures to fully align with Leadership Mandates and Goals.  This exercise had a projected growth of 2.5 million more sales dollars for 2024.

— Salesforce
Set up 100+ Accounts in Merged Area Sales Force Instance, complete with Contracts, Compliance information, Product Line(s), Territory.
— Process Mapping
Participated in identifying Processes for creating New and Renewal Contracts, including setting up Flow charts in Visio.
— Merge (Gas Detection into existing Division)
Coordinated with Channel Ops Contract Area to merge our best practices into one streamlined process.  This included software packages: SalesForce, Leap, SharePoint, and MS Forms.

Carolinas Telco 

— RingCentral
Project manager for Full replacement of Telephony Systems, including modules for Customer Service Mapping, Voice Mail setup, in conjunction with RingCentral Implementation Managers.  Added direct lines for all personnel, allowing anyone to fax from their phone.
—Glia 

Project manager, collaborating with the IT manager to identify a solution that gave more options for customer service other than a phone call.  Glia added chat, from the website, similar to today's AI but with the customer service team, with options for a full phone call upgrade, or even screen sharing.  I set up training with the vendor, ran UAT, identified risks, and along with the vendor implementation team, lead Go-Live.

Central Piedmont CC

 — Performance Facilities Rental Process Mapping
Interviewed intake specialists in Performance Facilities. Created flow charts and recommended new software for true automation
— Project Summer Theatre
Transformed the Summer Theatre project from a single Excel file into a comprehensive process for budgeting, hiring, onboarding, safety training, and future budget proposals (2008-2020). Managed summer staff, contracted actors, musicians, technical staff, and onboarded summer employees.

— Projects General

In my tenure at Central Piedmont Community College, I managed and assisted with many projects. At first, it was only in the Visual Arts department. Later, my role included purchasing, business process improvements, software installations, employee training, NC E-procurement vendor management/ procurement, budgeting, budget proposals, and budget management.

 Moreso, I also approved invoices once the goods/ services were delivered and worked in conjunction with the Accounts Payable department to provide any necessary documents to support submitted AP contracts and invoices.

The Summer Theatre program was by far my largest project. It consisted of part-time staff, contractors, and instructors running the program. With it came the responsibilities of onboarding new hires and walking new contractors through the onboarding process with the state of North Carolina. My staff and I “touched” every person and supply which resulted in professional-level entertainment. I even gave the safety talk at the beginning of the season, stating all of the information OSHA has set for employee wellbeing. At times, I also had to walk around and remind folks that they were not following the rules. i.e., Wear a hard hat while working underneath a set, wear a harness, and clip/ reclip your harness at each part of your work in the catwalk area( over the theatre stage, near the lights).

— Annual Equipment Purchasing
Leveraged NC E-Procurement processes to purchase classroom, lab, theatre, and office equipment with a yearly budget of $450K-$700K, depending on State Budget Outlay for Capital Equipment. Developed a process for companies to tour the area before submitting bids.

Setup Pre-Purchase walk-thru process mandate for all equipment to be installed in the Hospitality buildings, which included site evaluation, compliance check, connectivity, space requirements, logistics planning, risks, and stakeholder involvement.

On the equipment side of my role, at least once a year( for about 5 months), I managed both the budget and the purchasing of the capital equipment for areas under the Central Campus Dean.   I had to follow state rules and regulations to procure the products. Some products also required a site visit for retrofitting purposes. I established a workflow to ensure that these items being purchased would fit into their locations first, thus having a better idea of which items should be purchased first and last( to allow for the work to be done before the item arrived).
— Box Office Conversion

Installed, mapped, and trained personnel on new box office software. Enabled credit card transactions via phone and in person. Transitioned from costly printer-based ticketing (over $10K)

While this brief does not state all of my experience while at CPCC, it does highlight some larger parts of my work.

• Network Charlotte
• Project Management Institute

• Wrike (Project Management Software
• Jira / Confluence - Collaborations with vendors, UAT, and Project Plans from Vendors.
• Smartsheet - Collaboration with Upstart to integrate into our systems.
• MS Project (for the Web) – Converted from Wrike to this product.
• Office 365 & prior versions of MS Word, Excel, Visio, PowerPoint, Outlook, and SharePoint.
• Company-Specific Applications: Correlation ( Keystone), FastDocs, KEY, Google Docs, OneDrive, and some other apps from time to time, such as Glia, RingCentral, MS Teams, and Zoom.
• Ellucian product name: Datatel
• NC E-procurement Vendor and Order Management System Footprints for status internally with facilities MS 365, including Word, Excel, Access, Visio, SharePoint, and MS Project
• Internal site for HR, for candidate selection and onboarding

• Office 365, including MS Word, Excel, Visio, PowerPoint, Outlook, OneDrive, SharePoint, MS Forms (for Sales to request new Contract for onboarding or Renewals) and Team Rooms( to house shared documents)
• SalesForce for documenting companies and their level of participation and compliance
• Leap Legal Software for housing documentation from creation from a Template to draft, to fully executed file.

• Word, Excel, PowerPoint
• SharePoint
• OneDrive
• Ariba
• Datatel
• E-Procurement
• Bids, RFQ’s, RFP’s
• Cost Tiers for Purchasing
• State Bid Regulations

• Budget
• Requisitions / Purchase Orders

LESSONS LEARNED:

• It is very important to keep a list of lessons learned by a team in a specific place, for all to access. This may be in a Team Room or a SharePoint Site. Ordinarily, it is in a PDF file, with one or two people tasked with updated it each time a project is complete, or after a specific amount of time has passed.
• In life, there is money, family, and time. I can make money, I have family, but I cannot make time. I must be wise and thoughtful about how I manage it all.
• Save Often- Documents are precious and losing them can cost hours of rework. Setup a repository and keep it up!

Please note that the formatting will be off on these due to limitations in the site.  Examples are to show set up and logical thought processes only.

Emails:

EMAILS Trying to help a customer resolve an issue

Subject:  Checking in for progress

Hello Jim,

Hope you are well.   I am writing to find out progress since our meeting on Monday, March 24.   With A&M having discount issues this time around, I'd like to see if it is a systemic issue or a one-off.  I know we had some turn-over in sales and that might contribute but history often helps us and that might keep us from making the same mistakes again while trying to figure this out.

Did you find out the following:

• Origin of the issue i.e. exactly when this first occurred.
• Missing Information or similar issues ordering or with discounts

Let me(us) know as soon as you can what the feedback was so that we can move forward and get some resolution.  Call me / Chat me if you want to bounce some ideas around.

Thanks

Susan 

Reporting Contract Status

Hello everyone,  

This report includes the dates of 3/1/2025-3/8/2025:

Charted, this one would include Outstanding numbers, Complete numbers, and those with compliance or other problems set apart by region.

Country    Outstanding   Complete   Total in Region   No Status    No Status Reason(s)

US&CA        32                  156             298                    10                 Compliance not Complete

Europe          3                   125             131                      3                  Compliance not Complete

Asia-Pacific  42                 100             145                      3                  Govt Regulation issues

Link to current data:   (real link would be inserted)