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Procurement, Business management, VP, Director

Location:
Englewood, New Jersey, 07631, United States
Posted:
January 09, 2017

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BRIAN HOLLAND

*** ******* ** 201-***-****

Englewood, NJ 07631 acx6ml@r.postjobfree.com

GM/VP OF OPERATIONS,

MARKETING, BUSINESS DEVELOPMENT

& PROFESSIONAL SERVICES

OPERATIONS, FINANCE, CHANGE MANAGEMENT, PROJECT MANAGEMENT, CUSTOMER ENGAGEMENT, HUMAN RESOURCES & STRATEGIC PLANNING

Dynamic sales-driven executive manager with a proven track record of accomplishment with lean startups, service-driven organizational structures, business development, P&L, customer engagement & complex 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 expense. Proven leader of diverse professional teams focused on achieving goals and the Total Customer Experience. Expert leadership, strategic business planning and analytical skills. Entrepreneurial spirit leading with passion, calm and integrity.

CORE COMPETENCIES: Leadership, Performance & Operational Excellence, Business Development & Strategy, Change Management, P&L/Budget Administration, Finance Management, Cash Flow Optimization, AP/AR/Payroll, KPI, Custom Performance Metrics, LEAN Manufacturing, Business Technology, Statistical Quality Management (SQM), Scalable Resource Modeling, ERP Systems, CRM Systems, Database Publishing (CMS), Strategic Procurement & Inventory Management.

PROFESSIONAL EXPERIENCE

FEVER PITCH MARKETING, LLC, Englewood, NJ 2013 - CURRENT

Promotional Product Marketing Start up

CEO/COO

Managing partner with full business management responsibility; start-up activity, P&L, sales, marketing, technology infrastructure and business development. Employed Lean Start-up Techniques to launch and develop this branded promotional products firm.

Developed initial white paper, value proposition and go to market sales strategy.

Researched markets, customer requirements and created customer profiles to focus on high-value customers.

Developed sales and marketing materials for e-mail marketing efforts and customer presentation.

Recruited, hired and trained sales team.

Developed relationships with key customer decision makers to discovering marketing objective and practical integrated branded product solutions

Personally responsible for driving 70% of existing sales by providing great value and exceptional customer service.

Managed remote creative, accounting and project management staff.

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/owner with full P&L and business management responsibilities. Responsible for Marketing, Creative, Sales, Customer Service, HR, Facilities, Accounting/Finance/Payroll, and Business Technology. Managed $20MM P&L with 25+ employees, US & Off-Shore manufacturing, vendor management programs and strategic business development.

Established business metrics, KPIs and top-level reporting capabilities:

oIdentified process inefficiencies reducing project cycle time by 25%.

oCreated Key Indicator Reports. Daily KIR flash reports of orders with margins <19% and >40% cut order entry errors in half.

Implemented web-based ERP system with integrated CRM:

oConsolidating multiple systems saving over $10,000per year.

oReduced 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.

oProvided remote access for Account Managers for order entry, tracking, billing status and just- in-time commission projections.

oFacilitated a scalable resource model with remote part-time FTEs improving our ability to scale up and down based on activity spikes.

Improved account penetration with metrics identifying low growth or low margin accounts:

oIdentified low account penetration within two strategic accounts. Added additional sales support resource and increased overall account penetration by 30%.

oReengineer the Account Manger role focusing attention on account penetration and away from project management

oDeveloped standardized sale process based on conversion rate history increasing sales across key accounts by 20%.

oEstablished Key Indicator Reports to drive sales performance and accountability

oDeveloped a market expansion program 15 Minutes Before & 15 minutes After Program focused on adjacent business opportunities. Program led to a new fulfilment services that increased incremental revenue by $50,000 in less than 1 year.

Implemented e-store technology solutions integrated with ERP system that provides enhanced marketing and analytic tools to better market products, improve the customer experience and drive e-store revenue:

oEliminated manual order entry reducing saving $35,000.

oEliminated OE error rate saving $20,000 per year in order make-goods.

oImproved customer satisfaction rate dramatically.

oReduced order-to-invoice cycle time from 55 to 33 days improving cash flow.

THOMSON-REUTERS, Montvale, NJ 2000 -2009

Vice President of Operations

Senior manager leading staff of 45+. Managed Clinical Pharmacology, Editorial, Creative, Database Publishing, Project Management, Manufacturing, Customer Service, Technical Product Support Call Center, Vendors, Procurement and Direct Mail/Marketing Services. Responsible for over $100MM in operating expenses. Provided pharmaceutical sponsored drug information, CME programs and prescribing information to physicians through web sites, mobile applications, print, databases licensing and customized marketing solutions. Senior member of the Thomson Global Sourcing Committee and Team Lead on the Thomson Business Acquisition Integration Team.

Established the first Content Management System single-source database:

oDeveloped the industry first SPLXML database of FDA approved drug labels creating seamless data transfer from pharmaceutical companies into our database eliminating re-keying, error rate and reducing composition cost by $300M per year.

oEstablishing a digital workflow that facilitated the use of offshore resources for XML tagging and conventional composition.

oSingle-source database fed print and e-deliverable. Off-shore XML tagging reduced 2 FTEs and shorted the cycle time of the e-deliverable by 45 days.

Thomson Acquisition Integration Team:

oWorked with cross-functional teams to analyze organization structure, product offering and support groups for Thomson acquisitions.

oDeveloped and executed integration projects for finance, customer support and procurement activity.

oDeveloped long term strategies focused on combining business units, facilities, back-office support groups.

oConsolidated call center support services and back-office accounting for Medical Education, CME and 2 other strategic business units

oLeverage the Thomson Learning Division warehouse, distribution and order fulfilment group across multiple Thomson business units.

Established Off-Shore staffing model for Pharmacist resources:

oEnabled the outsourcing of 75% of our drug label editorial function.Saved $100K per year.

oEstablished a scalable resource model that maximizes profits.

Thomson Global Sourcing Committee:

oAchieved cost savings of $2.5 million across 5strategic business units.

oConsolidated vendors by 50%, driving greater annual rebates to over $150Mper year.

Budget Administration and Financial Reporting:

oManaged WIP and finished good accounting for $75MM of raw material and manufacturing budget.

oDrove down manufacturing as a percentage of sales year over year

oAdministered inter-company allocation budgets and financial reporting for shared services.

oMajor role in developing business unit annual business plan and budget for corporate presentation.

oResponsible for generating bottom line saving year-over-year.

CMP MEDIA INC., Manhasset, NY 1993-2000

Director of Manufacturing Operations & Quality Assurance

Built & managed a multi-shift, in-house pre-press graphics facility and Graphic Data Center serving newspapers, trade and consumer magazines. Implemented a company-wide change management program to implement a multi-shift service group within a corporate publishing structure. Provided digital scanning, creative, data warehousing, film imaging and remote data transmission to 3 remote print location supporting the newspaper quick-close schedules.

Built a state-of-the-art Graphics Facility:

oInternal facility captured 70% of the internal pre-press market.

oAchieving 70% of the market by providing excellent customer service

oCompletely reengineered staffing model and shift structure to meet customer workflows.

oInternal facility was 40% less than outside competing vendors saving $2.0 million per year.

Implemented a Statistical Quality Management Program:

oMeasuring print characteristics, refining the process and building these characteristics into technical direction to advertisers lowered complaints per million impressions from 25 to 15.

oComplains 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 change projects across the organization.

Implemented the first desktop publishing systems:

oMigrated editorial front-end operations from conventional typesetting to Mac based publishing systems saving $2.5 MM a year.

oDeveloped comprehensive change management workshops to address dramatic process changes.

oGround-breaking at the time, we increased productivity and reduce product cycle time

Led process reengineering teams on strategic business initiative:

oLeveraged LI Newsday technology solutions to improve their ROI and reduce cost for the magazine group on prepress services

oInterfaced with vendor based systems to integrate four color separations in page composition saving $500M a year

ADVANCED EDUCATION & TRAINING

LEAN Manufacturing Techniques/Six Sigma/TPS, Kaizen Continuous Improvement Workshops

LEAN Start-Up Techniques

Statistical Quality Management Certification, ROCHESTER INSTITUTE OF TECHNOLOGY

Advanced Leadership Certification, ZENGER-FOLKMAN

Advanced Business Writing and Small Business Accounting, New York University



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