Customer Service Sales

Scott W. Horner

**** ******* **** * Williamston, MI 48895 * 517-***-**** * ************@*****.***

CREDENTIAL SUMMARY

Management Executive with proven success working in a variety of organizations and industries

throughout a 20 year career. Strategic planner who takes “boardroom ideas” and implements them

throughout an organization. Successful record leading companies to improved levels of market share,

gross revenue, and profitability. International business experience. Advanced experience in growth

strategies through acquisition. Extensive knowledge working with troubled companies, including

bankruptcy proceedings and turn-around management.

EDUCATION

Materials & Logistics / Operations Management – MSU (1996)

Master of Business Administration

Finance / Management - CMU (1990)

Bachelor of Science

PROFESSIONAL EXPERIENCE

WILHOYT & ASSOCIATES – Williamston, MI September 2011 - Present

President

Work directly with automotive manufacturing firm’s executive management and ownership to create and implement

improvement objectives. Currently working with a large producer of automotive fuel rail systems to insure they are

efficient, functional, operational, and profitable.

VISTA ASSET MANAGEMENT – Battle Creek, MI March 2011 – September 2011

Vice President

Member of executive management team responsible for providing leadership and oversight to a group of 16 businesses,

including the largest privately owned quick oil change chain in the state of Michigan. Successfully reduced administrative

footprint and secondary vendor expenses by 20%.

KAPPA MAP GROUP – Williamston, MI 2007 – 2011

President

P&L responsibility for the 2nd largest map publisher/distributor in the USA with offices located in Pennsylvania,

Florida, Michigan, and 150+ employees throughout 41 states. Led strategic planning process, formulated the

corporate vision and strategic direction, initiated and implemented growth/acquisition strategies, approved all major

financial management and new product development initiatives, provided strategic guidance on operatio ns and sales,

developed and managed customer service enhancements, and provided oversight and leade rship to entire

management team.

Managed business for new ownership group after acquisition through bankruptcy proceedings while

maintaining positive relationships with vendors and customers throughout the process and reestablished

corporate image throughout industry as a leading provider of services and quality product.

Consolidated all cartographic production and sales management into one facility developing an operating

synergy, revamped the outdated business model and eliminated repetitious layers which improved

operating performance while reducing operational expenses $1,000,000 annually.

Major participant in executive management and ownership group acqui ring 3 top competitors in the

industry over a period of 24 months, growing market share while maintaining pre -existing operational

expense loads and successfully integrating 4 separate operational systems and sales teams .

2004 – 2007

Executive Vice President

Consultant to ownership group, brought in to salvage business which was 30 days from foreclosure. Responsible for

creating and implementing exit strategy which provided for the continuation of business through new own ership

while releasing current ownership of excessive debt load.

Procured and worked with legal team to develop and implement exit strategy for ownership through

bankruptcy protection. Negotiated 14 separate forbearance agreements with the secured credito r,

established new purchasing terms and negotiated numerous customer and vendor settlements, allowing

continuation of day-to-day operations.

Improved and standardized many operational processes reducing operational expenses in excess of

$3,000,000 over 36 month period.

Established new methods of product development which provided many strategic advantages.

Lead contact and negotiator with vendors from India and the UK providing cartographic services.

Marketed company and negotiated final terms of sale and successful transition to new ownership.

LYDEN OIL COMPANY – Lansing, MI 1999 – 2004

Vice President of Operations

Departmental P&L responsibility for this state -wide oil distributor with multiple facilities and annual volume in

excess of 9,000,000 gallons (2003). Responsible for all operations as well as development of the strategic vision for

the company and market expansion through sales growth as well as acquisiti on.

Grew business from $25M in sales (1999) to $34M in sales (2003).

Implemented inventory management system producing significant improvements in accuracy levels which

allowed for major reductions in on-hand quantities.

Researched, purchased, and developed installation methods for customer on-site inventory management

system allowing for off-site monitoring and ordering of bulk oil.

Involved in all aspects of managing business including; Customer Service, Accounting, Materials

management, Purchasing, Information Systems and Human Resources.

PORTLAND PRODUCTS – Portland, MI 1996 – 1999

Director of Operations

P&L responsibility for this Mid-Michigan based manufacturing firm. Responsible for all departments within the

company including; Production, Maintenance, Shipping/Receiving, Purchasing, Accounting, and all Administrative

personnel.

Developed and implemented lean manufacturing principles.

Implemented QS9000 standards and received company certification in April 1998.

Reduced inventory and established 100% vendor managed inventory system.

Reduced annual steel purchasing costs $500,000

Reduced annual packaging expense by 15%

Reduced annual plating and finishing costs b y 30%

Developed and implemented wage scale/employee training program.

Developed and implemented supplier rating, continuous improvement program.

Reduced delinquent receivables by $250,000

Involved in all phases of new product development.

CULLIGAN – Grand Rapids, MI 1991 – 1994

Senior Franchise Manager

P&L responsibility for West Michigan based, 8 time “Circle of Excellence,” franchise. Responsible for all aspects

of day-to-day business operations as well as strategic planning with owner.

Researched, tested, and implemented new accounting/customer service operating system.

Redesigned logistics/delivery system reducing lead time for delivery from 30 to 5 days.

Reduced operating expenses by 15%

Developed new staffing methods for installation/service which reduced time on -site hours.

Researched and implemented new payroll/payables system.

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