Customer Service Sales

Scott M. Campbell

***** ******** **. (***) ***-

4435

New Port Richey, FL 34654

*********@********.**.***

Strategic and Operations executive with more than 15 years of experience in

enabling organizations to achieve their organizational and operational

initiatives. Most recently, served as a Management Consultant delivering

operational and process improvements, as a result, helping clients achieve

increases in top-line and bottom-line performance.

KEY AREAS OF EXPERTISE

. Business Process Reengineering & Optimization

. Productivity & Quality Improvement

. Business Transformation & Change Management

. Organizational Change & Leadership

. Six Sigma & Lean Methodology

. Continuous Process Improvement & Innovation

. Performance Measurement & Metrics

. Benchmarking & Best Practices

. Behavioral Training & Development

. Workflow Analysis & Design

PROFESSIONAL EXPERIENCE

Independent Contractor, Tampa, Florida 2009 -

Present

Management Consultant/Project Manager

Partner with clients to determine strengths and opportunities in

operations, sales and marketing, planning and logistics, finance, human

resources, and Six Sigma methodology. Develop a solution-centered approach

based on internal analysis, industry benchmarking, and implementation of a

course of actions that ensure consistency of operations and maximize

profitability.

. Developed and implemented a hurricane preparedness plan and

information management controls to ensure business continuity.

Preparedness plan was integrated with information security and

corporate reputation risk management practices to reduce operational

risk.

. Partnered with client to analyze sales, inventory, and financial

management processes. Reengineered processes, revised standard

operating procedures, and introduced best practices to support process

integration. Benefits realized in working capital (slow moving

inventory reduced $3.2 million - 85% reduction), operational

efficiency, and increased performance (sales increase of 19%).

. Led a team contracted to develop a business plan for a start-up to

attract angel investors, venture capitalists, and a core management

team. Developed an organizational structure matrix outlining key

functions and core competencies, and initiated the design of

marketing, sales, and distribution processes.

Alexander Proudfoot Company, Tampa, Florida 2001 -

2009

Senior Process Consultant/Knowledge Management

Conducted review and redesign of existing business practices, processes,

and operational systems for all facets of clients' business that included

sales and marketing, production, customer service, supply chain, cost

control, capital expenditures, and intellectual property, delivering

improvements in effectiveness and efficiency. Trained, coached, and

communicated with clients at all levels, providing solutions to align

thinking and behaviors to facilitate sustainable change.

. Supervised a team that implemented more than $100 million in inventory

reduction measures, resulting in a 25% decrease in inventory. Designed

roadmap to further reduce inventory an additional $300 million (60%

reduction), and developed and conducted material management and

negotiation training. Total savings equaled $16 million annualized.

. Directed the design and implementation of a sales management system,

resulting in total annual savings of $8.6 million. Collaborated with

team members in designing and training both 'relationship selling' and

'telephone selling' skills programs. Achieved 26% increase in inside

sales and 12% increase in field sales.

. Led two client teams that standardized processes and reduced unit

labor costs, generating savings of $1.7 million. Reduced error rates

and associated rework costs while improving productivity through

redesigned processes, and design and installation of management

systems.

. Managed five teams that standardized processes, and implemented

standard operating procedures, best practices, and controls to ensure

Sarbanes-Oxley compliance, focusing on order-to-cash and supply chain

management. Developed management systems to monitor performance, take

corrective action, improve areas of weakness, and ensure continuous

process improvement.

. Led a 25-member cross-functional team charged with designing a

benchmarking model with primary focus on a national alignment.

Developed plan of action to increase productivity by 15% and initiated

short-term cost reduction/consolidation program for a projected

savings of $13.9 million.

. Streamlined and standardized processes to reflect best practices with

documentation and SOPs. Increased on-time performance by focusing on

departmental cycle time reduction. Project control, predictability,

and margin improved for a projected annualized savings of $9.5

million.

IMPAC, Tampa, Florida 1999 - 2001

Process Consultant

Analyzed existing processes and operational systems to identify

opportunities and determine client areas of improvement, focusing on cost

reduction and productivity efficiencies. Designed and installed necessary

process and system improvements and enhancements.

. Directed two teams that developed process improvements, resulting in

savings of $2.2 million. Increased productivity 71%, reduced lost time

69%, and improved quality and throughput.

. Developed and delivered a cultural, behavioral, and skills training

program, centered on the development of management communication

techniques, teamwork, and supervisory skills.

R.J. Fitzgerald & Company, Inc., Tampa, Florida

1997 - 1999

Operations Director

Directed daily operations with primary focus on revenue enhancement,

performance management, marketing, recruitment, training, capital

improvements, and expansion. Managed all departments that included new

account sales, front and back office, human resources, customer service,

legal/compliance, and seminar division.

. Through an organizational alignment, spearheaded the closing of

underperforming offices and expansion into more cost-effective

markets. Overhead was reduced by 17% and revenue increased by 20%,

consecutively improving cash flow.

. Standardized operating procedures, reengineered front/back office

processes, and developed best practices using benchmarking. Reduced

cycle time 30%, increased productivity, and decreased processing cost

24%.

EDUCATION

The University of Tampa, Tampa, Florida

2010

Master of Business Administration

Saint Leo University, Saint Leo, Florida

2008

Bachelor of Arts, Business Administration

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