Sales Customer Service

David S. Jones

**** * **** ** . *****, ID ***** . 208-***-**** . *****@*******.***

Management Profile

Supporting growth and improving the bottom line through creative operations

& infrastructure initiatives

Results-driven change agent and problem solver with 20 years of experience

providing leadership and support in complex business environments. Turned

around manufacturing and services business, built infrastructures that

supported rapid sales growth, and excelled in consultative sales. MBA with

concentration in finance and accounting, and MA concentrating in Public

Administration. Confident, flexible leadership style that focuses on

setting clear expectations and staff accountability, closely monitoring

progress, and building environments of respect and interdependence. Possess

the intellectual horsepower, complex problem-solving ability,

resourcefulness, perseverance, and analytical skills necessary to take

calculated risks, quickly address immediate issues, and provide frameworks

for resolving future problems.

Core Competencies

Manufacturing Operations . Project Management . Business Turnaround .

Litigation Management . P&L . Logistics & Distribution . Profitability

Analysis . Sales & Marketing . Materials Management . IT & HR Management .

Business Planning . Performance Metrics . Collections . Business

Development . Supplier Relationships . Customer Satisfaction . Product

Portfolio Management

Professional Highlights

ESTES EXPRESS LINES, Richmond, VA 1999 - 2010

Leading provider of LTL services with $1.5 billion in sales, 12,300+

employees, and 200+ terminals nationwide

Managed projects, created operations processes and procedures, and

established credit infrastructure

necessary to support rapid national and international sales growth

Independent Contractor - Analyzed, developed, and implemented operations

processes and procedures. Set up credit department and supported its

management. Held accountability for $4+ million in annual purchases;

manage service contracts and vendor relations. Provide quarterly sales

performance reports and P&L statements.

. Department Start-up: Reduced DSO 20%, bad debts 25%, and third-

party collection costs 36% by collaborating with credit manager on

building department. Flowcharted entire process, selected and tested

credit reporting service, and assisted with credit issues, system

refinements, and conflict resolution with sales department.

. Purchasing & Distribution: Influenced EVP to leverage purchasing

power by bidding out supplies on national basis to two primary vendors

and utilizing their distribution facilities and tracking software,

resulting in increased product consistency, improved delivery and

service, and decreased costs. Developed comprehensive purchasing

manual, vendor management and supplier rating system, and invoice

management system.

. Project Management & Policy Development: Managed diverse operations

projects: vendor management system implementation, energy audits,

business travel policies, software licensing agreements, and evaluation

of fleet and rental car program alternatives.

. Debt Collection: Significantly improved collection of out-of-

state debts by establishing national network of transportation lawyers

to recover excessively old bad debt; led entire process from filing

authorizing affidavit to discovery and settlement.

. Accounts Receivable: Identified need to transition from manual

to automated AR procedures, researched and led evaluation of

specialized AR software, and developed and presented detailed software

recommendation to EVP and president. Recommendation was initially

approved but later rejected in place of in-house software development.

. Acquisition Integration: Participated in successful integration

of major acquisition of trucking company headquartered in Los Angeles.

Hand-picked by company EVP as a member of corporate transition team

challenged with complex integration of two different cultures and modes

of operation in short time period.

Note: From September 1998 to August 1999 worked as independent

manufacturing representative for several companies including The Gunlocke

Company, JSI, and Neutral Posture; marketed products to organizations

nationwide.

MORTON MARKS & SONS, INC., Richmond, VA 1996 - 1998

Family-owned, $13 million contract furniture and interior design business

with approximately 60 employees; primary customers included commercial and

government accounts in Richmond, Petersburg, Fredericksburg, and

Charlottesville

Provided infrastructure necessary to successfully support 40% sales

increase

David S. Jones Page 2

MORTON MARKS & SONS, INC. (continued)

. Executive Vice President - Was recruited for new position and

charged with improving bottom line,

providing operating structure, and managing daily operations in

challenging environment. Managed

$12 million budget and 18-member team.

. Sales Growth: Supported sales increase generated by new franchise

acquisition and large contract win by negotiating increased line of

credit from $1.2 million to $2 million.

. Process Improvement: Reduced average collection period and

decreased work-in-process inventories 44% by establishing

credit/collection procedures and implementing rigorous review of work-

in-process and supporting methods. Initiated and implemented procedures

that facilitated efficient coordination between units.

. Human Resources: Improved company's ability to hire and retain

talent by researching, evaluating, and upgrading benefit and personnel

programs; utilized portion of $30,000+ in cost savings to fund

additional benefits.

. Technology Initiative: Ensured company remained competitive,

increased throughput 45%, and decreased errors 50% by spearheading

effort to provide design department with necessary software, hardware,

and training to meet customer and installer expectations and business

requirements.

. Project Management: Met challenges of planning and managing

successful, high-visibility, $1.2 million project for area's new

biotechnology center. Maintained customer confidence by quickly acting

to ensure accurate counts, plan logistics and delivery requirements,

and high quality of post-installation service.

VIRGINIA CORRECTIONAL ENTERPRISES, Richmond, VA 1989 - 1996

Diversified, self-sufficient, manufacturing and services organization with

22 locations and approximately 150 civilian and 1,200 inmate employees;

clients include government authorities and state/local government/nonprofit

organizations

Led organization from $4.8 million loss in 1991 to $942,000 profit in 1996

CEO (03/92 - 11/96) / Acting CEO (09/91 - 02/92) / COO (05/89 - 09/91) -

Was hired for new, highly challenging COO position and charged with

improving infrastructure and systems. Promoted to redefined CEO role to

apply business best practices to organization. Oversaw distribution,

marketing, sales, design, production, purchasing, MIS, and HR managers as

well as controller. Held full P&L accountability for $27.9 million.

. Business Turnaround: Improved ability to compete with private

firms by enhancing infrastructure and systems, building cash to $7

million, making significant investments in core business growth, and

initiating and leading paradigm shift from make-to-order to make-to-

stock.

. Warehouse & Distribution: Supported transition by upgrading

existing facilities, researching larger spaces, evaluating lease versus

purchase options, and securing lease-purchase option for custom-built

facility that met space and cost requirements.

. Product Development & Management: Played key role in selection

and launch of 90 new or upgraded products primarily in case goods and

office systems product lines. Recruited and negotiated contracts with

new suppliers. Met goal of producing products that generated minimum

gross margin of 20%.

. Process Improvement: Drove raw material and work-in-process

inventory levels down while meeting requirements of automated MRPII

system. Increased sales and production and improved accuracy and

timeliness of information at all levels. Created detailed operations

policies and procedures manual.

. Collections: Slashed average collection period 12% by

collaborating with controller and accounting manager on development and

implementation of discount incentives, monitoring systems, and late-

payment penalties.

. Quality Control: Decreased errors 90% by implementing quality

control programs at two key plants.

. Customer Service: Increased customer service ratings 23% in two

years by identifying and addressing key areas for improvement; hired

consultant to establish better methods for measuring customer

satisfaction.

. Change Management: Kept organization viable during severe

recession of early 90s by closing less profitable businesses, directing

cash to core businesses, and upgrading production facilities for more

promising businesses. Restructured administrative staff into product

teams.

EARLIER POSITIONS as Internal Consultant with Virginia Department of

Corrections and Senior Analyst for Virginia Department of Planning and

Budget.

Education & Professional Development

Master of Business Administration . The College of William and Mary .

Williamsburg, VA

Master of Arts in Political Science . University of Wisconsin . Milwaukee,

WI

Bachelor of Arts in Political Science . Virginia Commonwealth University .

Richmond, VA

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