Customer Service Sales
Resume:
BRIAN HOLLAND
Englewood, NJ 07631 *******.******@*****.***
COO/VP OF OPERATIONS
MARKETING, BUSINESS DEVELOPMENT
& PROFESSIONAL BUSINESS SERVICES
OPERATIONS, SALES, FINANCE, PROJECT MANAGEMENT, PROCUREMENT, BUSINESS
SYSTEMS, HUMAN RESOURCES, STRATEGIC PLANNING
Dynamic business executive with a proven track record of accomplishment with lean start up techniques,
service-driven organizational structures, business development, P&L, human resources, client
engagement, strategic planning & project management. Exceptional manager of KPI and custom business
metrics that drive performance accountability and innovation. Builds internal capabilities in terms of
technology solutions, human resources and vendor partners to improve results and drive down costs.
Leading diverse, high-performance professional teams, business development, technology solution and
optimizing complex operations. Expert leadership, strategic business planning and analytical skills.
Entrepreneurial spirit leading with passion, calm and integrity.
CORE COMPETENCIES: Leadership, Performance & Operational Optimization, Business
Development & Strategy, P&L/Budget Administration, Financial Reporting, Lean Start-up, Cash Flow
Optimization, AP/AR/Payroll, KPI, Custom Performance Metrics, LEAN Manufacturing, Business
Technology, Contract Administration, Statistical Quality Management (SQM), Scalable Resource
Modeling, Project Management, e-commerce, SaaS, Salesforce.com CRM Systems, Content Management
Systems (CMS), E-Procurement Systems
PROFESSIONAL EXPERIENCE
FEVER PITCH MARKETING, LLC, Englewood, NJ 2013 - CURRENT
Promotional Product Marketing
CEO/COO
Managing partner with full business management responsibility; start-up activity, P&L, sales, marketing,
technology solutions and business development. Employed Lean Start-up Techniques to launch and
develop this branded promotional products firm. Implemented cloud-based business systems driving
CRM, sourcing, proposals and project management. Technology solutions support our virtual work
environment for regional sales, project management and order-to-cash. Developed regional sales start up
models supporting a national growth strategy with virtually offices and lean scalable business modeling.
Personally responsible for driving 50% of existing sales base.
PROGRESSIVE PROMOTIONS, INC., Englewood, NJ 2010 -
2013
$20 million provider of custom promotional products and marketing solutions to the Fortune 500.
Vice President & General Manager
Reported to the president with full P&L and business management responsibilities. Responsible for
Marketing, Sales, Customer Service, HR, Facilities, Accounting/Finance/Payroll, and Business
Technology. Managed $14 million budget with 25+ FTEs, US & Off-Shore procurement, vendor
management programs and strategic business planning.
BRIAN HOLLAND PAGE TWO
Established business metrics, KPIs and top-level reporting capabilities:
o Identified process inefficiencies reducing cycle times by 25%.
o Instantly identified potential order errors with daily flash reports of orders <10% and >40%
margin. Key indicator report reduced order entry errors by 50%.
Implemented cloud-based ERP system with integrated CRM:
o ERP system saved $5,000 per year; consolidating multiple systems saved an additional
$4,500 per year.
o Reduced data and access risk related to internal server down-time – Avoided order entry and
sales downtime during Hurricane Sandy with power out for 8 days.
o Provides remote access to Account Managers for order entry, tracking, billing status and just-
in-time commission projections.
o Facilitated a scalable resource model with remote part-time and freelancers working from
home, creating the ability to scale up and down based on activity spikes.
Improved sales account penetration by establishing metrics that identify low growth or low
margin accounts:
o Reporting identified lack of penetration within two strategic accounts. An additional
sales support resource was added increasing overall account penetration by 30%.
o Developed standardized sale process based on conversion rate history increasing sales
across key accounts by 20%.
o Established KPI reporting to drive sales performance and accountability
o Developed a market expansion program 15minutes Before & 15 minutes After
Focused on what customers do before & after using our service. Program led to a new
fulfilment service that increased incremental revenue by $50,000 in less than 1 year
Implemented e-store technology solutions integrated with ERP system that provides enhanced
e-marketing and analytic tools to better market products, improve custom intelligence and
drive customers stores:
o Eliminated manual order entry reducing 2 FTEs, saving $60,000.
o Eliminated OE error rate saving $20,000 per year in order make-goods.
o Reduced order to invoice cycle time from 30 to 18 days - improving cash flow.
Consolidated vendors from 75 to 10 with a Star Vendor Program:
o Reduce line item pricing on key goods by 10%.
o Achieved rebate targets of $25,000 per year.
o Gained added value services, e.g., free blank sampling programs, low minimum purchases,
technology solutions that helped to improve web store product offerings.
o Gained us dedicated customer service representation in the factories that improved project
management and customer satisfaction.
Eliminated server failures, business continuity risks and data back up: Achieved both zero
unscheduled server down time with zero data loss for the past 3 years.
BRIAN HOLLAND PAGE THREE
THOMSON-REUTERS, Montvale, NJ 2000 - 2009
Vice President of Operations
Senior manager leading Clinical Pharmacology, Editorial, Creative, Project Management,
Manufacturing, Customer Service, Project Management, Vendor Management and Direct Mail/Marketing
Services. Responsible for managing $55MM in operating expenses. Worked with top Pharmaceutical
firms and physicians to deliver clinical content and custom marketing solutions through web sites,
physician research surveys, CME, direct mail, books, magazines, and mobile applications. Senior
member of the Thomson Global Sourcing Committee and Team Lead on the Thomson Acquisition
Integration Team.
Established a Content Management System - a single-source database:
o Established a SPLXML database creating easy data transfer from pharmaceutical companies
into our database eliminating re-keying and reducing composition cost by $25,000.
o Eliminated the one FTE associated with maintaining 2 separate databases saving $45,000.
o Establishing a totally digital workflow that facilitated the use of offshore resources for XML
tagging and conventional composition, saving 30% - $350,000.
o Single-source database feeds print and e-deliverable with less effort. Off-shore tagging
reduced 2 FTEs and shorted the cycle time of the e-deliverable by 45-days.
o CMS enable rapid data access and the ability to create custom data-set projects
System development and project management:
o Worked with business unit stakeholders to prepare needs assessments for technology related
projects driving content to web sites, mobile applications, custom projects and conventional
print.
o Coordinated the activities of business analysts, users and stakeholders to create functional
specification document and project plans for custom technology projects.
o Managed multi-disciplined resources, both on-shore and off-shore on system development
projects.
Established Custom Business Metrics:
o Drove down manufacturing as a percentage of sales year over year
o Established sales account penetration reports to drive sales penetration
o Developed customer satisfaction survey metric reports to drive up customer service
Established Off-Shore staffing model for Pharmacist resources:
o Enabled the outsourcing of 75% of our drug label editorial function. Saved $100K per year.
o Established a scalable resource model that maximizes profits.
o Workflow advantages associated with the time zone increased update cycle time by 50%.
Leveraged global procurement capabilities across multiple Thomson divisions:
o Achieved cost savings of $2.5 million across 5 business units.
o Consolidated vendors by 50%, driving greater annual rebates to over $80,000 per year.
Delivered year over year cost saving on the Physician’s’ Desk Reference
o Moved from heat set to cold set saving over $30,000
o Change in product size facilitated large form sizes thus reducing binding pockets
o Paper roll size facilitated more versatility and generated paper usage efficiencies.
Increased my responsibilities year over year. Promoted to Vice President in 3 years.
BRIAN HOLLAND PAGE FOUR
CMP MEDIA INC., Manhasset, NY 1993 - 2000
Director of Manufacturing Operations & Quality Assurance
Managed multi-shift, In-house pre-press facility and manufacturing for newspapers, trade and consumer
magazines. Provided digital scanning, imaging and remote data transmission to 3 remote print location
supporting the newspaper quick-close schedules.
Built a state-of-the-art Graphics Facility:
o Internal facility captured 70% of the internal pre-press market.
o Achieving 70% of the market reduced the ROI from 3 years to 1.
o Internal facility was 40% less than outside competing vendors saving $2.0 million per year.
Implemented a Statistical Quality Management Program:
o Measuring print characteristics, refining the process and building these characteristics into
technical direction to advertisers lowered complaints per million impressions from 25 to 15.
o Complains resulting in make goods were reduced by 38% resulting in cost savings, revenue
preservation and improved customer satisfaction.
TIMES MIRROR, INC., New York, NY 1986 -
1993
Director of Operations & Print Quality
Managed production operations for 15 national consumer magazines. Experience a rapid growth of
responsibility and promoted 3 times during my time at Times Mirror. Elected in 1990 to work with cross-
corporation teams on process reengineering task force. Worked with peers from LA Times, NY Newsday
and Long Island based Newsday on capital and process reengineering projects.
Implemented the first desktop publishing systems:
o Migrated editorial front-end operations from conventional typesetting to Mac based
publishing systems saving $2.5 MM a year.
o Ground-breaking at the time, we increased productivity and reduce product cycle time
Led process reengineering teams on strategic business initiative:
o Leveraged LI Newsday technology solutions to improve their ROI and reduce cost for the
magazine group on prepress services
o Interfaced with vendor based systems to integrate four color separations in page composition
saving $500M a year
EDUCATION & TRAINING
BA, Business Administration, UNIVERSITY OF CHICAGO (25% completed)
LEAN Manufacturing Techniques/Six Sigma/TPS
LEAN Start-Up Techniques
Statistical Quality Management, ROCHESTER INSTITUTE OF TECHNOLOGY
Advanced Leadership Certification, ZENGER-FOLKMAN
Advanced Business Writing, Small Business Accounting, NEW YORK UNIVERSITY
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