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This profile was last updated on 10/28/13  and contains information from public web pages and contributions from the ZoomInfo community.

Mr. Rick Miller

Wrong Rick Miller?

President

Phone: (973) ***-****  HQ Phone
Email: r***@***.com
Choices & Success
5 Croydon Road
Morristown , New Jersey 07960
United States

 
Background

Employment History

Board Memberships and Affiliations

Education

  • M.B.A. , Finance
    Harvard Business School
  • B.B.A. degree , economics
    Case Western Reserve University
39 Total References
Web References
Press Archives - BEING CHIEF ®
beingchief.com, 28 Oct 2013 [cached]
Rick Miller Blog
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Rick Miller featured in Vistage Executive Street online publication:
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Rick Miller featured in The Wealthy Business:
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Rick Miller featured in Direct Marketing News online publication:
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Rick Miller featured in CommPro Marketing online publication:
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Rick Miller featured in Empower Me Magazine online publication:
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Rick Miller featured in MSN Business on Main:
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"Relationships work best when the coach's style and experience matches the needs and preferences of the leader," says Rick Miller, executive coach and author/founder of All-In Leadership. Ask for recommendations from executives and business owners who've been coached.
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Rick Miller featured in Thomson Reuters, Buyouts:
START_QUOTE_30t_sm With private equity in the spotlight of political controversy, industry executives have a chance to get their message out, but only if they can connect with the 99 percent at a human level, says executive coach Rick Miller.
The problem is not unique to buyouts pros, but is common to senior executives in many industries, says Miller, the president of Morristown, NJ consultancy Choices & Success LLC. "I think they as a group are chastised for not being good listeners."
The buyout business, however, starts at a disadvantage, because members of the public were unaware of the industry until political opponents started assailing Republican presidential candidate Mitt Romney for his career at Bain Capital.
"They didn't know about it before. Now they are seeing it for the first time in a harsh, perhaps untrue, light, and they're entering the conversation cynical," Miller said.
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Likewise, in smaller groups or private meetings, executives first must listen before they can be understood, Miller said. "Communication is the joint construction of meaning."
That can be as simple as directing one's assistant to hold phone calls during a meeting, said Miller, who has worked in environments both corporate-he is a former president of global services at AT&T-and countercultural-he served as CEO of a dot-com startup during the Internet bubble era a decade ago.
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The irony is that senior players automatically seek to make those human connections when they are dealing with others whom they considertheir peers, Miller said.
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Rick Miller featured in Small Business Opportunities publication:
START_QUOTE_30t_sm Renowned executive coach, author and former President of Global Services of AT&T, Rick Miller offers the following Tips on Body Language and Management:
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Rick Miller featured in The Business Edge, March 30, 2012:
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Rick Miller featured in USA Today online publication, "All-In Leadership Founder Rick Miller and Transition Expert Dr. Susan Berg Offer New 'Choosing Resilience' Program":
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"Corporations that are prepared for change have the best chance of being resilient in the face of enormous upheavals and devastating alterations, whether man-made or a force of nature," said Rick Miller, founder of the All-In Leadership concept and president of Choices & Success, LLC, an executive coaching firm. "Smart, disciplined leaders focus on resilience before disasters occur. They communicate information employees need to know in addition to the organization's recovery plan and strongly convey confidence in their team's ability to overcome obstacles."
Miller, a highly regarded corporate turnaround expert and successful senior leader of multi-billion dollar corporations, noted that employees are in need of support more than ever before as their consistent stress levels have reached new heights. There are continuous waves of change and demands that push human limits. "Most companies can benefit from resilience programs and must prepare its workers for unpredictable hazards by creating cultures where people can excel," said Miller.
Miller and renowned Transition Expert Dr. Susan Berg, whose career focuses on mastering change and helping executives and groups transform into achievement and stamina-characterized teams, have collaborated to create an insightful program for organizations and individuals; helping them remain flexible while sticking to their values, providing the tools needed to cope with challenges as well as resilience strategies that include disaster recovery plans.
Richard Miller - Who's Who in RCA VideoDisc
www.cedmagic.com, 10 April 2014 [cached]
Richard Miller
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Richard W. Miller
Richard W. Miller became Executive Vice President and Chief Financial Office of RCA in 1982, later becoming Executive Vice President, Consumer Products and Entertainment. After the acquisition of RCA by GE in 1986 he continued in a senior vice president position before joining Wang Laboratories in 1988.
General Electric Co. names two RCA Corp. executives to top posts at GE, first such appointments since two companies merged; names Richard W. Miller senior vice president, consumer electronics, and Carl R. Turner vice president of GE's semiconductor business.
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Richard W. Miller announced this week that he was stepping down as chairman and chief executive officer of Wang Laboratories in order to facilitate the company's business plan and organization structure for emergence from Chapter 11 protection.
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All three were executive vice presidents reporting to Miller. Miller said, "I proposed stepping down because Wang is preparing to emerge from Chapter 11 proceedings as a much smaller company. It needs to finalize a smaller and less costly management structure that will lead the company into the future. I am comfortable about stepping aside now because the company's business planning process is well advanced and management and the creditors' committee are working on a joint plan of reorganization designed to lead to the company's timely emergency from Chapter 11." - January 23, 1993 Z*NET News Release
Richard W. Miller, 54, has been AT&T Executive Vice President and Chief Financial Officer since 1993. Formerly chairman and CEO of Wang Laboratories, Inc., senior vice president and general manager for consumer electronics at General Electric Company and chief financial officer for RCA. - AT&T 1994 Annual Report
Richard W. Miller, 59, has been a director of the Company since June 1998 and was a director of Avalon Properties from May 1997 through the consummation of the Merger in June 1998. From 1993 through 1997, he served as Senior Executive Vice President and Chief Financial Officer of AT&T and as a member of AT&T's Chairman's Office. For the three years prior to joining AT&T, Mr. Miller was Chairman, President and Chief Executive Officer of Wang Laboratories, Inc.
From 1982 through 1988, he was with RCA Corporation and the General Electric Company, which acquired RCA in 1986, first as RCA's Executive Vice President and Chief Financial Officer, then as RCA's Executive Vice President Consumer Products and Entertainment, overseeing what was then the largest consumer electronics business in the U.S., and finally as GE's Senior Vice President - Consumer Electronics. From 1970 to 1982, Mr. Miller was with Penn Central Corporation, including positions as the Chief Financial Officer of the parent company and Executive Vice President of its principal real estate subsidiary, Arvida Corporation. Mr. Miller holds a B.B.A. degree in economics from Case Western Reserve University and an M.B.A. in Finance from the Harvard Business School. Mr. Miller also serves as a director of Closure Medical Corporation, SBA Communications, Inc and MPower Communications Corporation. - April 7, 2000 AvalonBay Proxy Statement
If you have some additional information to supply on Richard Miller, feel free to submit the form below, so your comments can be added to this page.
Dennis Carey
www.ceosuccession.com, 10 April 2014 [cached]
Richard Miller, Former Senior Executive Vice President & CFO, AT&T
Press Archives - Page 2 of 2 - BEING CHIEF ®
beingchief.com, 6 Mar 2012 [cached]
Rick Miller
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Rick Miller featured in 1 to 1 online publication:
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Rick Miller featured in Personal Excellence Magazine, January 2012:
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Rick Miller featured in Harvard Business Review, May/June 1998:
START_QUOTE_30t_sm Richard S. Miller, vice president of global services (GS) at AT&T, leads some 2,000 sales and support professionals serving major corporations and government clients in the eastern United States. His organization generates $4 billion in annual revenues; its expense budget is about $200 million, of which real estate represents 6%.
In December 1996, Miller learned on a television newscast about a competitor's initiative to pursue an AW program. Driven into action, he asked the help of AT&T's global real estate (GRE) organization in developing a new facility. His idea: a shared office that staff members who spend much of their time with customers outside the office would use as needed, without having assigned workstations. The objective: creating an environment in which teamwork would flourish while reducing real estate costs.
The GRE unit, then in the early stages of developing AT&T's Creative Workplace Solutions strategy, had not yet planned the type of facility Miller envisioned. So he and GRE's planning director, Thomas A. Savastano, Jr., formed a team to consider the alternatives. The team rejected several scenarios. One would have refitted a building already occupied by Miller's group, but that would have disrupted existing operations. Instead, the team opted for a three-part plan: redesign vacant AT&T space in Morristown, New Jersey, as a shared office; move 200 employees from five traditional office locations and 25 others from three satellite offices to the new facility; and redeploy the space to be vacated.
The total group included 58 salespeople, 101 technical specialists, and 66 management and support staff. Miller knew that the staff would need full-time space in the new facility. But he estimated that at least 60% of the sales and technical people would be out of the office with customers at any given time and therefore could share work space. At the time, the GS organization was beginning to transform its technical specialists into virtual resources; that is, rather than dedicate individuals to specific customers, these individuals would float from one account to another as needed. That change, Miller reflects, eased the transition from a conventional to an alternative workplace.
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Rick Miller featured in Success Today magazine, June 2003:
START_QUOTE_30t_sm His friends thought he was crazy. But then, what are friends for but to tell you you're nuts for taking on the impossible? And that's what it looked like when Rick Miller went after the top sales job at Lucent Technologies, a company with a once-golden reputation that had tarnished to a dull brown by the time Miller arrived on the scene.
When Miller took the job of senior vice president global sales at Lucent Technologies last May, the once high-flying telecom's stock, which had fetched $57 in December 1999, had crashed to under $4 per share. By September 2002 it would dip below a buck a share. Everywhere there was a deathwatch, as reporters, analysts and telecom insiders united in whispering that the once glorious company (a 1996 spin-off from AT&T) was not long for this world. "When I joined Lucent, it definitely made a statement," says Miller, a onetime president of AT&T Global Services who immediately before coming to Lucent had served as president of Opus360, a dot-com that had provided staffing solutions.
"I chose Lucent; it didn't come after me. I pursued it," relates Miller. "I saw that this was a company with fundamental strengths. It's a place where I knew I could make a difference."
Has he? Not quite a year into his position, Miller says, "You can definitely see the progress. In 2002, our customer satisfaction rating" - based on an annual survey Lucent asks customers to complete - "was the highest in history. We are helping our customers' bottom lines. We have been very aggressive about getting our pricing in line. When the telecom market turns - and it will - we will be ready. There have been a lot of misperceptions about Lucent and about our sales team," adds Miller. "I want to change that."
Miller backs up his words. He threw open his sales team to interviews by Selling Power - and that's because he wants to get out a loud message: Lucent is going to be a place where hard-charging sales executives make a lot of money, because this is a new company where selling rules. "A lot of people think we're about technology," says Miller, who acknowledges that because Lucent's roots lie in Bell Labs, the company's technology heritage is rich.
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"The rest of the organization can look up to the very top and see the commitment to selling, to building customer relations," says Miller.
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"We share that information with people who would be interested," says Miller, and he well realizes that in a battle for the hearts and minds - of customers and Lucent employees alike - it's critical to get out positive information.
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Commitment to selling from the top executives was a start in reviving Lucent's fortunes, but Rick Miller knew when he came aboard that he had inherited a shattered sales force. The numbers tell it all. At the start of 2001, Lucent had 106,000 employees. Today it has around 40,000. That's a lot of bodies cut loose, and the sales team suffered losses too. Miller knew he had to bandage these wounds and get the sales force refocused on making the deals that would keep Lucent alive. How would he do it?
"We have gotten smaller but we also now are putting our money on our sales force," says Miller, who explains that in 2003 he has put strong emphasis on three key programs designed to pump up the sellers.
Recognition. For several years, recognition programs were suspended - Lucent just didn't have the money to spend on traditional morale boosters. But in 2003 Miller shook lose money to fund programs (such as a winter trip to Scottsdale for high producers) and, probably just as importantly, the company has taken big steps to engrain low-cost but powerful recognition programs into its culture. Such as?
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In the lowest months Lucent did little training, but Miller has ratcheted that up: "We have doubled the dollars we are making available for training," relates Miller. How much training will be involved in 2003?
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"This tells our salespeople we are investing in them," says Miller who knows the research is plentiful showing that when a sales team is invested in, it feels more valued, and usually that translates into a harder working, more dedicated group.
Compensation. "We have committed ourselves to providing market-level compensation," says Miller, who indicates that there has been a broad revision of the compensation program for sales reps. Throughout the revision process, says Miller, reps were consulted with the hope of producing a program that would more effectively motivate the sales force. Did Miller hit his target?
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Miller may have shored up Lucent's relationship with its reps, but what about with customers? "We are going back to the basics of selling," says Miller, and to him that means building lasting relationships that lead to sales.
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Listen to Rick Miller, however, and the changes are just beginning for Lucent. "We've made a strong start, but there's more to go," says Miller who acknowledges that Lucent still has challenging times ahead. But, he adds, every stock picker knows the strategy for beating the market is to buy low when you believe a stock is bound to rise. "That's what I tell people about my coming to Lucent," says Miller.
VBrick Systems | News
www.vbrick.com, 29 Sept 2013 [cached]
e have a thorough understanding of the network as well as the specific technology needs and demands of the military, " said Rick Miller, president of Government
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