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Matthew Do Austin, TX 512-***-****

adjjgy@r.postjobfree.com linkedin.com/in/matthewhdo/ Global Business Leader

Goal driven, effective COO, CAO, CPO and VP level leader with demonstrated successes driving P&L performance in multifaceted organizations. Experience leading business operations and ensuring profitability across business lines in the U.S. South America, Asia, and Europe. Leverage ability to identify gaps in performance and organization operational priorities to meet organizational goals including employee performance, tactical implementation of strategies, and customer success.

Manufacturing Operations

Retail Business

Private Equity

Mergers & Acquisitions

Business Transformation

Human Capital

Cost Controls

Staff Development

Human Capital

M&A Due Diligence

Market Expansion

Brand Management

Regulatory Compliance

Capital Fund Raising

Initial Public Offerings (IPO)

Professional Experience

CECE’S VEGGIE COMPANY

COO/CAO, 2017 - Present

Brought on board to lead operations and growth strategies across the United States for a fast growth organic consumer packaged goods company with distribution across the United States.

Boosted company to the third fastest growing company on Inc.’s 5,000 list of the “Most Successful Companies in America”. Delivered 23,880% growth across 3 years.

Secured a private equity partner and multiple other investors by leading fundraising events through the country.

Delivered $15M in annual sales by landing 2-5 year contracts with leading grocery chains including Krogers, Whole Foods, and Publix.

Increased efficiency and achieved zero waste without sacrificing quality by structuring operations and production framework at production facilities.

Renegotiated vendor pricing for a reduction in raw materials costs which optimized P&L performance by 4%.

Automated production processes from raw materials to finished goods which resulted in 75% efficiency improvement and $1.2M labor cost savings. Maximized productivity and efficiency, which resulted in shorter shifts, less production days, and $75,000/mo in labor/overhead costs. GOODWILL CENTRAL TEXAS

Strategic Workforce Planning Officer, 2014 - 2017

Implemented a for-profit operational model and dramatically improved and maximized efficiency, productivity and sales. Worked across the organization to improve and build a strong workforce including partnerships with other organizations in Central Texas. Established 4,500 jobs and made strides to boost the economy.

Saved $1M per year through a business transformation of key programs including Workforce Advancement, Business Solutions, and Organizational Development. ICON CAPITAL

Executive Leadership, 2004 - 2014

Provided Executive leadership for this Canadian private equity firm with a portfolio of medium to large retailers, law firms, and factories around the world. Key Assignments include: Boot Barn, VP of Operations and People, 2011 - 2014 Matthew Do Page 2

Facilitated support for over 1,500 employees in 80 stores by rolling out an operations and inner-departmental service.

Drove revenue growth from $20M to $150M annually through due diligence and alignment of talent and operations initiatives. Enabled company expansion from 30 – 110 stores including Corral West ($55M operation with 600 employees in 40 stores); .Rapid City Clothing ($60M operation with 300 employees in 30 stores); and Baskins Western Wear ($85M operation with 400 employees in 39 stores).

Deployed proven operations strategies for results in revenue, doubling of profits and reduction of inventory cycle 39% (from 212 to 153 days).

DLA Piper, LLP, VP People and Administration, 2010 – 2011

Hand-picked to lead operations and people/administrative for the largest law firm in the world.

Instrumental in increasing minorities in the workforce by contributing to the Diversity and Inclusion Committee.

Led the project management lifecycle for the implementation of PeopleSoft HRIS which improved employee relations by automating self-service. System expanded attorney/staff span of control from 1:1 to 7:1 and reduced costs $6-$7M annually.

3-Day Blinds Corporation, VP of Operations and People, 2007 – 2011

Transitioned the business model from a retail operation to an in-home consulting strategy. Oversaw operations and human resources. Supported over 2,000 employees and 200 stores.

Developed training initiatives to convert 1,500 retail sales consultants to direct sales consultants.

Organized the closing of 200 retail stores and reduced the workforce from 2,500 to 1,500. Restructured the exempt and non-exempt classifications and ensured compliance with federal and state regulations for each location.

Restructured HR, Sales, and Operations for an increase in productivity and reduction in workforce by 50%.

Led a manufacturing rationalization and relocated the plant to Mexico. Onboarded 200 new employees.

Increased sales conversion rate from 50% to 90% by creating the “what do you want” reward program to inspire sales teams to increase and close sales.

Reduced the receivables cycle from 143 days to 117 (22%) and increased productivity 89%. Select Comfort Corporation, VP President of Sales and People – West, 2004 – 2007

Led a $160M region and sustained high growth. Ensured performance outcomes in sales, manufacturing, and HR shared services for 2,500 employees.

Designed a new employee recognition program that resulted in 89% boost in productivity. Promoted leadership development and a high-performance culture by launching a “Train the Trainer” program.

Doubled profits and increased revenue through a partnership with marketing to create effective sales strategies and marketing collateral.

Reduced turnover 129% in seven months by bolstering the recruiting and hiring process. Early Career:

ROBINSON-MAY, Regional Sales Director/Human Resources Director Served as strategic business partner and led training and development, payroll, succession planning and performance management. Ensured performance outcomes for 3,000 employees in 45 stores across 24 states, Mexico, and Canada.

Reduced employee turnover from 200% to 45% and increased the sales conversion rate from 40% to 85% through training initiatives.

Education

CSU SAN BERNARDINO

Master of Business Administration

CAL POLY UNIVERSITY POMONA

Bachelor of Science, Hospitality Management

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