Customer Service Sales

Hugh Sansom

Email: *********@********.***

Address: * ********* *****

City: Sewickley

State: PA

Zip: 15143

Country: USA

Phone: 412-***-****

Skill Level: Director

Salary Range: $220,000

Willing to Relocate

Primary Skills/Experience:

See Resume

Educational Background:

See Resume

Job History / Details:

HUGH DOUGLAS SANSOM

9 Harvester Court, Sewickley, PA 15143 +1-412-***-**** *********@********.***

SVP / PRESIDENT / COO

Business Development / Global Operations / Branding / Contracts / Negotiations / Sales / M & A Product Technology Management & Implementation / Customer Service / Strategic Planning / Compliance / Funding / Start Ups / Turnaround Management / Performance Improvement / P & L

As an action oriented business leader, I manage and grow organizations to gain market share and boost profitability in innovative ways others find difficult. Integrating technology, operations, sales, marketing and support structures, I maximize strategic plans to deliver high margin results. I delivered significant successes in competitive markets for Procter & Gamble, GTE, Comcast and BPL Global.

I deliver turnaround successes and meet goals and objectives others struggle to accomplish. I continually do more with less due to my extensive domestic and international product, customer service, technology, branding and leadership experience. I am able to be a hands-on and exceptional team leader. I eliminate business roadblocks and secure lasting relationships causing me to be known for:

* Growing fulfillment businesses... domestically and internationally

* Establishing startups... domestically and internationally

* Growing revenue, market share and profits

* Improving customer satisfaction and employee morale

* Developing strategic plans that meet company, investor and customer needs

* Managing large, multi-site technical organizations

* Introducing successful new products into highly competitive markets in record time

* Raising equity investment and working capital

* Increasing efficiencies, performance and quality

My MBA is from The Wharton School, University of Pennsylvania, and my BS was earned at the U.S. Military Academy, West Point. Others admire me for my management style, attention to detail, and my communication strengths. I am a Licensed Professional Engineer. I had a Top Secret Clearance.

KEY ACCOMPLISHMENTS

Captured $70M in new smart grid technology revenue in less than four years. Established BPL Global start up division to install, test and conduct state-of-the-art broadband and smart grid solution market trials. Analyzed product performance versus customer expectations. Launched smart grid solutions globally. Established distribution in international markets such as Brazil, Thailand, Philippines and GCC.

Opened new market. The Philippines passed an Energy Act to develop renewable energy sources. Developed business plan and financial pro forma. Selected gasifier technology supplier to partner in the new venture. Negotiating for funding to build 120 Mega-watt power station that will use BPL Global smart grid technology.

Refocused business on core product. After joining BPL Global, discovered they were attempting to deliver telecom broadband services over power lines. Analyzed product performance and profitability from 100 unit apartment trial. Redirected company to deploy smart grid solutions rather than voice and data services. In contrast, smart grid solutions grew BPL Global annual revenue from $2.7M to $30M.

Restructured division seamlessly. Comcast acquired ATT Cable. Created efficiency programs, operational improvements and launched new services. Results led to largest union decertification in Comcast history. Improved service metrics 20%, reduced overhead 15%, grew revenue 25% and boosted gross margins from 29.5% to 41.3%.

Developed unique regional employee communications structure. ATT regional communications were abysmal. Created an encrypted "Employee Channel" on the cable network to communicate with 2,400 employees in four states either at home or in the office. Better communication lowered employee dissatisfaction by providing families with easy access to company information. Town Hall meetings coupled with the new Employee Channel resulted in the highest employee satisfaction rating in the company.

Repositioned labor responsibilities and saved millions. Operational costs were tied to inefficient labor practices and caused declining performance metrics. Trained employees on full installation procedures. Reduced number of contractors and saved $66M annually. Employee morale soared in the process.

HUGH DOUGLAS SANSOM PAGE 2

Raised customer satisfaction ratings. Customer complaints were not properly resolved as Comcast deployed new digital services. Developed a multi-functional tactical response team and leveraged best employee ideas. In Baltimore the response team reduced complaint escalations, improved customer satisfaction 22% and lowered customer service calls from 270,000 to 140,000 per month, saving $29M per year in call center and field technical support costs. Reapplied the process in Pittsburgh improving customer satisfaction 25% while lowering customer service calls from 360,000 to 240,000 per month, saving $37M per year in call center and technical support costs.

Launched alternative retail channel. New GTE retail locations took years to become profitable. Developed and qualified new direct marketing channel for less than $100K. Developed advertising for targeted buyers. Added 108,000 new cellular customers in the first year and 451,000 customers in the second year. Direct marketing channel was profitable in first year with 30% less expense than retail. Revenue was $120M in second year.

Developed psycho-graphic model to boost sales. Troy-Bilt service part sales were not growing to meet goals. Developed model to identify ideal customer. Launched branded parts service and products to targeted buyers. Service parts program achieved record sales of $2M and profit of $1.7M in first year.

Created strategic relationship to boost sales results. Procter & Gamble`s dish cleaning product Dawn was not known for gentleness. Partnered with International Bird Research and Rescue Center to use Dawn to clean wildlife impacted by oil spills. Gained endorsement that communicated both exceptional grease cleaning and gentleness. Created a public relations program that secured $10M in unsolicited advertising following the Exxon Valdez oil spill. Dawn business grew behind heavy media delivery of two product benefit. Volume increased by 11%, share by 12% and profit by 18% in year following public relations program.

Introduced new product that swept competition away. Analysis of the competition revealed a new P & G flanker product could restore Cascade's market share by reducing promotional spending by the competitive parent brand. Launched Cascade Crystal Clear and captured market share at expense of competitive flanker. Customer acceptance was overwhelming. Built market share at expense of competitive parent brand as their promotional spending declined significantly.

CAREER SUMMARY

Comverge, a demand response energy company.

General Manager, August 2011 to present.

Responsible for deployment of 330,000 demand load control devices across 3 utilities and 6 markets valued at $150 Million. Managed the largest and most successful markets for the company. Exceeded utility expectation thereby achieving new business without competitive bidding. Grew both revenue and cash flow ahead of budget and forecast as a result of innovative marketing and operation procedures.

Jarwood Biomass Enterprises, a renewable energy company located in the Philippines.

Consultant, January 2011 to August 2011.

Developed a business case, attracting investors and the US Trade Development Agency to develop the first biomass power generation station in the Philippines. Selected technology to convert biomass into electricity. Negotiated with vendors for raw material supply and Distribution Utility for sale of electricity. Led permitting process to gain regulatory approval for operation of biomass power generation.

BPL Global, a $30M global smart grid clean energy and communications company.

Chief Operating Officer / SE Asia Business Development, 2007 to 2010.

Directed start up division in Europe, GCC, Asia, South America and the United States. Deployed and managed technology development with control of operational support processes. Established strategic plans, assisted in securing equity funding and established customer service, finance, sales, marketing and administrative departments. Working with senior team, developed and documented business processes and procedures.

HUGH DOUGLAS SANSOM PAGE 3

Comcast, a $30B cable services giant.

Senior Vice President, 2002 to 2007.

Promoted to manage four-state region. Directed business with 800 municipal franchises, rolled out new product deployments and established customer service standards. Led division of 2,400 employees to build and maintain 18,000 miles of network. Sold advanced voice, video and data products to 850,000 customers. Responsible for sales, marketing, customer service, technical operations, network engineering, government relations and resolution of labor issues. Responsible for $900M P&L.

Vice President, 1999 to 2002.

Led day-to-day operations of the Baltimore Metro Area for marketing, customer service and technical operations. Launched advanced data and video services for residential and commercial customers over an 8,000 mile network. Led a team of 320 technical and administrative employees. Responsible for $280M P&L. Maximized efficiency by integrating daily marketing, field operations, engineering, and customer service to achieve goals.

Assistant Vice President, GTE Wireless, a $20B telecommunications company, 1995 to 1999.

Directed consumer marketing strategies for GTE`s national cellular business. Developed alternative, direct channel and effective customer loyalty programs. Set and delivered accelerated sales and revenue results. Created direct marketing channel for cellular services and established market segment database processes. Led 250 associates.

General Manager, Garden Way / Troy-Bilt, a $200M consumer product company, 1994 to 1995.

Managed product development and marketing for roto-tillers, shredders, mowers and chipper vacs. Oversaw replacement part division and led sales, marketing and new product development departments. Supervised 44 employees across two time zones and managed a $30M budget.

Brand Manager, Procter & Gamble, a $29B consumer packaged goods supplier, 1988 to 1994.

Responsible for National brand building, marketing and advertising for cleaning products. Qualified product benefits and consumer habits to create and successfully launch new products. Increased brand awareness and profitability for existing products by creating compelling advertising and promotional programs. Rapidly promoted from Brand Assistant to Assistant Brand Manager to Brand Manager. Led seven employees. Managed a $20M budget.

Additional Experience: Officer, U. S. Army Corps of Engineers, 1977 to 1986.

Rapidly promoted through positions of increasing responsibility. Commanded a Combat Engineer Company in Europe, leading 132 officers and soldiers. Recognized for excellence in construction, combat testing and re-enlistment. Persuaded US Army Europe General Staff to invest $25M to rebuild training facilities in Bamberg, Germany. Led a software development team to write software to support development of Most Efficient Organization at Army bases. In the first year, the software identified $1M in savings in a market trial. Accepted into graduate school at the University of Pennsylvania following completion of military commitment.

Personal Interests: I am very active in my community supporting the arts, business and health organizations. In addition, I enjoy long-distance hiking, skiing and renovating homes.

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