Shared Services / Customer Service / Sales and Operations

THOMAS T. BURGESS

913-***-**** M acy7p0@r.postjobfree.com www.linkedin.com/in/thomasburgess Greater Houston Area 1

LEADERSHIP PROFILE

Executive and Business Leader with US and international success in startup, turnaround, emerging markets, and growth environments. Broad skill set and diversity of experience that spans general management, global operations, business transformation, change management, quality, and organizational development. Provides transformational leadership, drives change management and business realignment initiatives and partners effectively with the global field organizations, finance, operations, and other functional areas to achieve objectives. Collaborative and decisive leader who quickly becomes a valued resource to senior executive teams, internal/external clients, and colleagues in developing overall business strategy, performance objectives, best practices, and accountability standards. Builds and leads high- performance cross-functional and cross-cultural groups, identifies future leaders, and empowers team members to excel. Thrives on the challenge of launching new operations, turning around underperforming organizations, and developing/implementing solutions al igned with overall business goals.

CORE BUSINESS COMPETENCIES

Global Operations / General Management International Business Development Infrastructure Development Quality / Process Improvement Startup / Turnaround / Expansion Cross-functional / Cross-cultural Leadership Employee Engagement / Motivation Program / Project Management Organizational Development Business Transformation Strategic Planning / Execution Shared Services Management LEADERSHIP CONTRIBUTIONS

Asked by senior leadership to lead business transformation; reduced employee turnover from 66% to 22% in the first 8 months.

Increased collections from below 90% to 105% of plan YTD; reduced aging accounts receivable (A/R) from $101million to $75.1 million and improved current percentage from 56% to 63% during the same period, on annual total of approximately $720 million.

Spearheaded turnaround of international operation; transformed underperforming group into motivated, high-performance organization, dramatically improved accuracy, delivery, quality, and employee engagement.

Reorganized and transformed key business unit; won President’s Quality Award for outstanding performance.

Instrumental in developing profitability model which enabled the sales organization to analyze all facets of client businesses; model was an important component in winning the company’s largest account, a $50+ million contract with GM.

Identified/developed high-potential employees, leading to numerous team members being promoted to management positions. PROFESSIONAL EXPERIENCE

UTI GLOBAL LOGISTICS, INC. / UTI INTERNATIONAL 2009 – Present Vice President, Shared Services (May 2014 – Present)

Recruited by the Senior Vice President, Finance Transformation to turnaround A/R organization experiencing 66% employee turnover, low morale, and underperforming operations; reduced attrition to <22% in first 8 months; addressed operational/staff issues. Manage a team totaling 33 collectors and A/P staff.

Asked by executive leadership to manage entire shared services organization including general ledger, cash management, A/R, A/P, and collections; restructured the collections team and increased production from <100% to 105% of plan.

Implemented weekly calls with supervisors, branch managers and collectors to address issues and share best practices.

Developed metrics and accountability standards for team interfacing with the Manila service organization, resulting in improved performance, and 53% reduction of on-account balances (from $5.2 million to $2.8 million) and higher quality.

Worked with the Finance team to reduce month-end close process from 20 days to 10 by implementing key efficiencies and improved processes.

Created collaborative, team-driven environment focused on effectively serving internal clients, strengthening relationships, cross- training, improving morale, and working with field organizations to achieve objectives.

Signed service level agreements (SLAs) with finance leaders in all countries; developed balanced scorecard to track performance and demonstrate improved processes and value.

Drove cost savings and below-budget performance by eliminating contracted labor and adding FTEs. Global VP, Revenue Management/Shared Services, UTi Global Logistics, Inc. – Manila, Philippines (Sep 2009 – May 2014)

Recruited by senior leadership to lead turnaround and stabilize operations of Shared Service Operation including Revenue Management, Client Verticals, FOCSLE (Sales Force Automation), Tariff and Contract Management, Strategic Support, Order Management, Financial Shared Services.

Mapped processes and provided clear direction, guidance, performance expectations, metrics, and communication to the team; conducted conference calls with regional managers to define objectives and opportunities for improvement.

Standardized/streamlined bid proposal response by creating database that grew from 1500 to more than 125K lines of data on business lines, resulting in improvement in accuracy from <80% in 2011 to 92%+ and 100% on-time performance.

Established and maintain Global Client and Vendor Master Data systems. THOMAS T. BURGESS

913-***-**** M acy7p0@r.postjobfree.com www.linkedin.com/in/thomasburgess Greater Houston Area 2

UTI GLOBAL LOGISTICS, INC. / UTI INTERNATIONAL, cont.

Managed billing and collections for $16+ million client including invoicing, collection, and netting instructions.

Supported Global Gateways in tracking shipments by monitoring and updating 7K Master Airway Bills (MAWBs) per week.

Expedited client orders by managing PO activity for 25+ global clients (1,500+ POs per week); service generated $5+ million per year and quickly grew to more than $15 million in annual revenue.

Provided clients with consistent, knowledgeable points of contact and reliable reporting by aligning teams to support vertical segments including Fashion/Consumer Goods, Hi-Tech, Automotive, Pharma/Chemical, and General Manufacturing.

Implemented Financial Shared Services to support the APAC Region, including AR, AP, and GL activities, as well as “back-office” support for the Americas region when needed.

Hired Quality Manager to lead quality improvement effort; documented processes and quality targets modeled on ISO 9001:2008 standards; submitted application to be one of the 1st locations to be certified under UTi 5-Star Quality program. Director of Business Development, Midwest, UTi International – Chicago, IL (Feb 2009 – Sep 2009)

Worked closely with District Manager to understand and leverage key business drivers and grow business.

Assisted Account/Branch Managers with sales efforts and new client acquisition in their territories.

Hired, coached, and trained sales reps; worked with VP of Sales and other Business Development Directors to define and implement sales strategies, tactical action plans, and best practices to drive revenue and increase profitability. GEODIS WILSON USA, INC. / BDP INTERNATIONAL 2006 - 2008 National Sales Manager, Geodis Wilson USA, Inc. – Iselin, NJ (Mar 2008 – Nov 2008)

Directed 20-member US sales team; selected target accounts and developed strategies for revenue growth.

Managed pricing levels and profit models with Field Organization and Product Managers.

Optimized performance of the sales organization through effective training, coaching, and accountability standards. Director of Sales, Americas, BDP International – Philadelphia, PA (Mar 2006 – Oct 2007)

Recruited by former colleague to manage field-level and global account sales in the USA, Mexico, Chile, and Brazil.

Established sales territories, and worked with COO and business unit leaders to develop annual sales plans/objectives, KPIs, market opportunities, and lane objectives. Developed commission plan for US sales force.

Improved territory planning, forecasting, accountability, and reporting by strengthening utilization of CRM software. UPS SUPPLY CHAIN SOLUTIONS (acquired Menlo Worldwide Forwarding) 2004 - 2006 Director, Global Program Management – Leawood, KS / Customer Service Site Manager – Overland Park, KS

Managed 2 major global clients (Hitachi and Cisco Systems), each generating $50+ million per year.

Served as single point of customer contact for sales, operations, and issue resolution.

Oversaw contract renewals, SLA’s, changes, amendments, and enhancements. Developed trend/KPI information.

Managed integration of Menlo Customer Service into UPS organization, creating a call center group of 220 staff handling an average of 250K calls per month; visited UPS Customer Service sites to review processes/best practices.

Increased business with small package customers by developing lead program for UPS International Account Executives. MENLO WORLDWIDE FORWARDING (formerly Emery Worldwide) 1995 - 2004 Director, Customer Service – Overland Park, KS (Dec 1995 – Dec 2004)

Promoted to spearhead transformation of underperforming customer service organization; reorganized, rebuilt, retrained, and re- positioned the Customer Service group as an example of top performance within the company.

Managed group of ~500 customer service reps fielding 20K+ calls per day; improved productivity and efficiency to enable the same volume of call handling at about 50% headcount with no decrease in customer satisfaction.

Achieved ISO 9002 certification in 1998 and ISO 9002:2000 certification in 2002.

Recognized with the President’s Quality Award in August 1999 for outstanding organization and quality management. EMERY WORLDWIDE / CF AIRFREIGHT (Emery Worldwide acquired by CF Airfreight) 1984 - 1995 Director of Pricing – Redwood City, CA / Terminal Manager – Charlotte/Asheville NC & South Bend, IN

Recruited to corporate role; managed US/International pricing, policies, and tactics for US and International account sales.

Part of team that won $50+ million annual contract with GM, the company’s single largest account, as well as major contracts with industry leaders including IBM, Northern Telecom, Baxter, and UTC.

Overcame drop in revenue due to Emery’s 1991 rightsizing of business lines; evaluated operations, reassigned managers, and rationalized staff. Rebuilt Charlotte NC sales from $36K per day to $50K+ per day.

Promoted to turn around and consolidate underperforming South Bend, IN organization following CF Airfreight’s acquisition of Emery Worldwide. Integrated operations of CF Airfreight, Emery Worldwide and Emery Purolator terminals to 1 location.

Launched new Ashville, NC terminal location from zero; cultivated client base that included companies like Square D, Clark Equipment, Eaton Corporation, and GTE Plastics. Propelled sales 73% to more than $1 million in annual sales. EDUCATION

MBA, Webster University, Kansas City, MO BS, Industrial and Technical Education, East Carolina University, Greenville, NC

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