Resume & Profile E-Summit: Writing Branded Resumes & Profiles · 2017-09-08 · Resume & Profile E-Summit: Writing Branded Resumes & Profiles Brought to You by . The Resume Writing

Resume & Profile E-Summit: Writing Branded Resumes & Profiles

Brought to You by

The Resume Writing Academy www.resumewritingacademy.com

Marie Zimenoff, M.Ed., NCC, NCRW, MRW CEO & Lead Trainer – Resume Writing Academy

September 8, 2017

RWA E---Summit: Writing Branded Resumes & Profiles © 2017 Resume Writing Academy • Page 2

Getting Started Ask questions via the Chat Box. We love questions and will answer them all! Please use the chat box for questions related to the program and not technical support questions or comments. We cannot assist you with technical issues while we are teaching the program. Check your system’s compatibility by going to https://zoom.us/test BEFORE the webinar. If you have poor audio/video, shut down all other windows/applications. The most common reason for lost audio is temporary loss of an Internet connection or lack of Internet speed, nothing controlled on our end. As noted, it usually fixes itself. And remember – you always have access to the recording, so you can go back and listen to any segments you might have missed.

Today’s Program

Key 1: Uncover Your Client’s Unique Promise of Value

– What Branding Is

– How to Extract Your Client’s Brand

Key 2: Elicit Powerful, Branded Information

– How to Gather Powerful Stories

– What to Do with Reluctant Clients

Key 3: Differentiate Through Story

– How to Write Branded Stories

– The Role of Validation & Proof

Key 4: Design to Distinguish

– Why Design & Brand Go Hand-in-Hand

– How to Use Graphics with Impact

Key 5: Connect to Readers with a Branded Portfolio

– How to Build Consistency without Redundancy

– What You Need to Build a Modern Portfolio

Resources

– Sample Resumes, Letters & LinkedIn Profiles (Pages 7–48)

– Questions (Pages 49–50)

– Sample Questionnaire (Pages 51–56)

– Sample LinkedIn Questionnaire (Pages 57–58)

https://zoom.us/test


Key 1: Uncover Your Client’s Unique Promise of Value What Branding Is How to Extract Your Client’s Brand Resources Samples Venkat Srivinisan: Pages 7–8 (Sample by Donald Burns; Name – Perpetua Titling MT & Body – Calibri 10)


Key 2: Elicit Powerful, Branded Content How to Gather Powerful Stories What to Do Before the Client Interview What to Do During the Client Interview What to Do with Reluctant Clients Sample

Reggie Stevens: Resume Pages 9–10; LinkedIn 11–13 (Sample by Louise Kursmark; Calibri 11) Gabriel Peterson: LinkedIn Page 14 (Sample by Catharine Craig) Pamela Harbaugh: Resume Page 19; LinkedIn 20–21 (Sample by Marie Zimenoff; Verdana 10)


Key 3: Differentiate Through Story How to Express Brand without Fluff Unique Promise Value The Role of Validation & Proof

A Note on Assessments Samples

Dyana Nicole Abington: Resume Pages 15–16; Letter 17; LinkedIn 18 (Sample by Jan Melnik; Cambria 10) Seth Greene: Resume Pages 22–23 (Sample by Marie Zimenoff; Calibri 11) Flemming Persson: Resume Pages 24–25 (Sample by Birgitta Möller; Calibri 11) Rebecca Hardman: Resume Pages 26–27 (Sample by Kelly Gadzinski; Trebuchet MS 10) Pär Boman: Resume Pages 28–30 (Sample by Birgitta Möller; Calibri 11) Victor James: Resume Pages 31–32 (Sample by Stephanie Gammon; Calibri 9)


Key 4: Design to Distinguish Why Design & Brand Go Hand-in-Hand How to Use Graphics with Impact

Samples

Venkat Srivinisan: Pages 7–8 (Sample by Donald Burns; Name – Perpetua Titling MT & Body – Calibri 10) Victor James: Resume Pages 31–32 (Sample by Stephanie Gammon; Calibri 9) Key 5: Connect to Readers with a Branded Portfolio How to Build Consistency without Redundancy What You Need to Build a Modern Portfolio

Samples

Blake Hoffman: Resume Pages 33–34; Board Resume 35 (Sample by Jan Melnik; Tahoma 9, Headings Trebuchet MS) Mary Masterson: Resume Pages 36–37; Linkedin 38–39 (Sample by Marie Zimenoff; Calibri 10.5, Constantia Headings) Nicholas Theobald: Resume Pages 40–41; LinkedIn 42–43; Letter 44 (Sample by Jan Melnik; Tahoma 9) Jason Darr: Resume Pages 45–46; Bio 47; LinkedIn 48 (Sample by Marie Zimenoff; Calibri 10.5; Constantia Headings)


MAXWELL PLACE CONSULTING GROUP, Palo Alto, CA 2011–Present Big data consulting, software licensing, and implementation ▪ Focused on ad-tech, media, retail, and financial services ▪ 10 employees

Consultant | Team Leader | Data Architect

Currently leading a 10-person team that devises ingenious solutions to problems of mind-boggling complexity that involve big data, business intelligence, and data analytics. Recognized for deep expertise in the application of big data to sports marketing. Created partnerships with Cloudera, Datastax, and Neo4J.

• SOFTWARE LICENSING: Patented 3 breakthrough methodologies that now generate $7M annually.

Data Partitioning and Indexing (DPI): speeds up calculation and simplifies range-interval queries for data analytics.

Compressed Data Warehouse (CDW): slashes server space, boosts efficiency, and accelerates querying.

Automated Online Advertising System (OAS): applies game theory to calculate payments to inventory partners.

• CONSULTING SERVICES: Strategic CTO and C-Level consulting for big data strategy, platform selection, reference architecture,ROI modeling, enterprise data hub, real-time analytics, visualization, and migration to cloud. Built a development team withcombined subject-matter expertise in architecture and optimization for 3 areas of programmatic advertising:

Data Management Platform (DMP): Adobe, Krux, Lotame, Aggregate Knowledge, BlueKai, CoreAudience, nPario, and X+1.

Demand Side Platform (DSP), especially mobile and video advertising: Invite Media, MediaMath, Turn, DataXu, and X+1.

Real Time Bidding (RTB) and Ad Exchanges: Advancing the state-of-the art – patented methodologies and algorithms – forautomatic buying and selling of online ad impressions via real-time auctions that occur as fast as a webpage can load.

• CLIENTS and ENGAGEMENTS: NFL, JetBlue, Comcast, Big Pharma, and Sports Whiz (WPP affiliate). Devise architecture andblueprint for analytics platform, real-time data processing.

Re-architected DMP and DSP platforms for a major ad-tech firm – converted to a real-time, in-memory platform.

Built prescriptive architecture to run large production clusters for spot-market AWS instances.

Architected cloud Infrastructure and massive data migration – from an on-premise data center to the public cloud – forthe Washington Healthcare System.

VENKAT SRIVINISAN Stanford Ph.D. • RECOVERING ENTREPRENEUR

Inventor • R&D Leader • CTO • Big Data Analyst • Architect of Massive Networks Palo Alto, CA 94301 ▪ 415.542.6464 • [email protected] • LinkedIn Profile

Built T-CUBE from zero to $25M, winning top awards such as INC 500 and WSJ 20/20 Named as inventor on 3 patents for latest ad-technology platforms: DPI, CDW, OAS / real time bidding Exceptional high-tech salesmanship and investor-communication skills • Collegiate champion in cricket

omputer scientist with many passions; family, sports, and scientific discovery dominate the list. Eager to return to R&D, shed the administrative details of a $25M business, and focus on creating value for appreciative customers. Derive greatest joy from building and coaching great teams. US citizen. Top Secret clearance. Fluent Hindi and English.

• BUSINESS BUILDER AND PROBLEM SOLVER: Founded T-CUBE – started from scratch, grew sales, won top awards, and sold the company to a PE investor group in 2011.

• LIFELONG VALUE CREATOR AND IDEA PERSON: At age 15, patented a “water clock.” Named as inventor on 26 patents during career – licensed 3 patents for advertising technology that generate $7M annually for investors of Maxwell Place Consulting.

• LEADER: Built winning teams – both sports and business – and led them to bold accomplishment. Won support from stakeholders by communicating openly.

New Licensing Revenue from 3 Ad Tech Patents

2014 Total Annual Value: $7M

PROFESSIONAL EXPERIENCE

Venkat Srivinisan | [email protected] | 415.542.6464 | Page 2


T–CUBE, New York, NY 2003–2011 Custom software applications, IT consulting, and big-data integration projects for Fortune 500 and corporations in the northeast US

Co-Founder | CEO

Launched T-CUBE as a solutions company, founded on deep knowledge of SharePoint and MSFT server applications. Grew T-CUBE into 2 separate business areas: Proviz solutions (staffing) and T-CUBE consulting.

COMPANY FOUNDING AND GROWTH: Conceived and executed strategies for T-CUBE’s growth – from zero to $25M over 6 years – including several years with 100% growth. Achieved more than 100% growth rates for revenues, customers, and headcount during 2006, 2007, and 2008.

• RECOGNITION: Named multiple times as one of the fastest-growing tech companies in USA: INC Honoree for 2008 and 2010. Ranked by WSJ Entrepreneur (2009) as one of the fastest growing companies in USA.

• SERVICES: IT strategy| architecture services| reference architecture| “done for you” implementation services | staff augmentation: onsite and offshore| business intelligence | data warehousing | database consolidation | collaboration | ECM | cloud computing | applications development | system integration | custom applications.

• CUSTOMERS: More than 60 Fortune 500 companies across all sectors, for example: Credit Suisse, Deutsche Bank, Bank of America, MSFT, NBA, Henry Schein, McGraw Hill, Wolters Klowers, Celgene, Novo Nordisk, and many others.

COMPANY OPERATIONS: Established zero-error invoicing. Cut receivables from 83 days to 41 days – a hugely beneficial impact on cash flow that cut working capital. Set up compensation incentives for managers and staff.

• LOW ATTRITION: Achieved very low rates during 2003–2011. Established strategic partnership with Microsoft and MSFT Consulting. Built Excel-based, self-service BI solutions for financial services and healthcare.

• LEADERSHIP STYLE: Built T-CUBE with an employee-first, performance culture. Grew the headcount to 250+ consultants. Implemented personal accountability and “pay for performance” incentives. Built a loyal following among Fortune 500 firms.

• RECRUITING: Focused on excellence in 3 key areas: technology, sales, and recruiting. Hired and mentored 1000+ IT professionals during 2002–2010 (via the Proviz staffing business).

CONSULTING ARCHITECT AND SOFTWARE TEAM LEADER: Rolled out enterprise software and mission-critical applications. Implemented projects and platforms for document management, e-business, data warehouse, B2B exchange, enterprise application integration, asset management, and publishing. Built exceptionally talented teams – both local and offshore – for clients such as:

• CITIGROUP, Lyndhurst, NJ (2002–2003), Enterprise Architect: Distributed architecture for global collaboration – many applications. Built products and solutions – heavy emphasis on Microsoft – collaborated with MSFT advanced dev teams.

• MERRILL LYNCH, New York, NY (1999–2002), Enterprise Architect

• DOW JONES, New York, NY (1998–1999), Solutions Architect

• PRUDENTIAL FINANCIAL, New York, NY (1997–1998), Solutions Architect

• VERTEX INC, Philadelphia, PA (1995–1997), Software Engineer

• COGNIZANT SOLUTIONS, India (1993–1995), Software Engineer

Ph.D., Computer Science, STANFORD UNIVERSITY, Palo Alto, CA M.Sc., Computer Science, INDIAN INSTITUTE OF TECHNOLOGY, Roorkee, India

Corporate Finance, Executive Education, THE WHARTON SCHOOL, University of Pennsylvania, Philadelphia, PA


REGGIE STEVENS 555-345-6789 [email protected] • LinkedIn Profile

CEO INTERNATIONAL TECHNOLOGY & INDUSTRIAL COMPANIES—EARLY STAGE TO EXPANDING GLOBAL ENTERPRISES

• Winning solutions for businesses facing growth challenges: — High-Growth Strategies for Emerging Technologies — Turnaround, Repositioning & New Market Entry — Asian Startups, JVs, Distributorships & Supply Chains

• Deep functional expertise in Engineering, Operations, Product Management, and Business Development.

• Extensive international experience, notably in China and Japan. • Energetic, entrepreneurial, and principled leadership that inspires teams to reach for—and achieve—lofty goals.

PROFESSIONAL EXPERIENCE Midwest Technologies, Inc. Champaign, IL • 2014–2017 (Diversified technology company, an innovator in crystal growth solutions for the global solar, LED, and electronics industries.)

EVP INDUSTRIAL SYSTEMS, 2016–2017 Took on new challenge to turn around Industrial Systems Group. Within months, transformed struggling business units to viable operations with strong growth prospects. Executed 2 divestments to return cash to parent company.

• Took specialty industrial division from “unsaveable”—$1M losses, underperforming assets, ineffective management—to cash-positive in 6 months. Sold the retooled business for $2M, avoiding significant shutdown costs.

• Invigorated efforts to commercialize advanced technologies of the Futura business unit. Within 7 months: — Validated new use in cancer therapy and secured a pilot project with a European hospital system. — Inked a $290M agreement with an Asian sales channel. — Found a buyer and negotiated sale of the business.

PRESIDENT, WORLDWIDE OPERATIONS—CRYSTAL GROWTH SYSTEMS GROUP, Singapore—2014–2016 Approached by CEO to restructure/refocus the company toward growth segments. Relocated to Singapore to manage $300M business: P&L, Operations, Global Supply Chain, Sales and Service, Engineering, and Manufacturing.

• In 9 months, slashed operating expenses 31% and implemented a highly flexible just-in-time supply chain strategy. • In 14 months, improved return on sales from breakeven to >25% by focusing on most valuable market segments.

EnerBooster, Inc. (Developer and manufacturer of nickel zinc rechargeable batteries) Phoenix, AZ • 2009–2014 CEO Recruited to VC-backed company with challenge to drive profitable growth and global expansion. Led the company through strategic pivot to an entirely new market segment and acceptance by Tier 1 automakers and OEMs.

• Grew company from a 10-person R&D shop to high-volume production in Asia. — Managed complex processes to establish a JV and a WOFE in China. — Sold and shipped 1M+ batteries through major retail and industrial channels.

• Created strategy to take advantage of fast-growing multibillion-dollar markets in auto and data-storage segments. — In accelerated timeframe, passed rigorous multistage product and technology test programs to earn

qualification by 3 US and Japanese automakers—leading to selection for multiple passenger car platforms. — Grew new segments from 0 to 46% of total sales at profit margins 20% above company average.

• Built IP portfolio of 50+ patents. Negotiated technology licensing new product agreement with TechStars.

Unlocking Value

Identifying Opportunity

Driving Strategic Growth

https://www.linkedin.com/

REGGIE STEVENS Page 2


En-Power, Inc. (Provider of power conversion products, energy systems, and engineering services) Phoenix, AZ • 2004–2009 PRESIDENT, POWER COMPONENTS Created a top-3 global power conversion business, combining 6 separate power supply companies with sales of $600M into a highly integrated business. Grew revenue to $1.6B while boosting profitability from <5% to 14%.

• Drove double-digit annual sales growth by refocusing market strategy, expanding sales channels, rationalizing product lines by more than 50%, and shortening the new product introduction cycle by 6 months.

• Achieved similar EBIT gains by consolidating supply chains, rationalizing facilities, and doubling inventory turns to 12. • Steered a global enterprise, with direct, VAR, OEM, distributor, and manufacturer rep. sales channels and production

facilities in the U.S., Mexico, Israel, Europe, and Asia (China, Japan, Malaysia, Thailand, Singapore). • Restored profitability to 50-year-old Ex-Act division—a world-leading but struggling $80M power supply company. Powersource, Inc. (Acquired by Max Electric, 2004) Salt Lake City, UT • 2002–2004 VP, WORLDWIDE OEM PROGRAMS Merged and led PS Electronics and Maxware OEM businesses to 48% sales growth and 63% EBIT growth, exceeding financial objectives every year. Managed $150M P&L and all Sales, Marketing, New Business Development, Product Development, Program Management, and Finance functions.

• Streamlined operations and integrated sales, marketing, and engineering following merger that formed Powersource. • Launched sales and product development organizations in Europe and Japan to provide OEMs with custom solutions. Salt Lake Software (Enterprise data protection software company) Salt Lake City, UT • 1999–2002 VP SALES AND CO-FOUNDER Launched and led sales organization for startup/spinout software developer. Built U.S., European, and Asian distribution networks. Played a lead role in market analysis, product strategy, advertising, and investor communications.

• Grew sales by an average of 25% per quarter. • Negotiated VAR, distribution, and OEM licensing agreements.

Prior

Progressed rapidly through increasingly responsible roles in specialty engineering divisions of Western Technologies:

• Business Unit Manager, Machinery Diagnostics Systems: Grew startup business unit to $20M in profitable sales. • Production Manager: Directed 130-employee manufacturing facility. Reduced warranty costs from >5% to <2%. • Program Manager: Held P&L responsibility for $15M/year sonar systems product line. • Product Specialist/Electrical Engineer: Within 1 year, promoted to manage $6M line of signal processing instruments.

EDUCATION Graduate, Kellogg Executive Leadership Institute, Northwestern University MA, Communications, University of Arizona BSEE, University of Colorado Courses/Certifications in Lean Manufacturing, 5-S, Kaizen, TQM, Strategic Selling, and Defense Contracting


LinkedIn Profile Contents for Reggie Stevens

Headline CEO: Unlocking Value & Driving Growth for Technology & Industrial Companies, Early Stage to Expanding Global Enterprises

Summary Whether tackling a business turnaround, a steep growth objective, or a 100-mile ultra-marathon in harsh conditions, what excites me most is a big challenge. I’ve learned that people (myself included) are capable of much more than they first think possible. When faced with a challenge I’m inspired to take it on, tough it out, and turn in a victory. In leadership roles with industrial technology companies worldwide, I’ve focused on unlocking value, identifying opportunity, and driving strategic growth. I’ve tackled big challenges and delivered big wins. ► For Midwest Technologies, I turned around and divested 2 businesses in 7 months and refocused a $300M Asian business to double-digit returns in less than a year. ► As CEO of EnerBooster, I led the shift to a new market segment and gained approval as a supplier to Tier 1 automakers in less than 5 years (light speed in that industry). ► At En-Power, I combined 6 power supply companies into an integrated global business. In 3 years we grew revenue 66% and became top-3 in our industry worldwide. Previously, I led sales and worldwide OEM programs for software and electronics firms and rose through the ranks with Western Technologies. My education in Engineering (BSEE), Communication (MA), and business (Kellogg Executive Leadership Institute) provides a broad base for the diverse issues I face as a business leader. Since leaving Midwest Technologies, I’ve been tapped by VC, PE, and large industrial firms (most with Asian operations) to help them design—and EXECUTE—growth strategies and guide/coach their CEOs. Whether I continue in a consulting role or take on a new CEO assignment, I’m confident I will continue to seek big challenges and persevere to the finish line. ► AREAS OF EXPERTISE: High-Growth Strategy ► Startup, Turnaround, Expansion, M&A ► Global Scope—China, Japan ► Deep Functional Expertise—R&D, Engineering, Operations, Supply Chain, Product Management, Marketing, Sales, Business Development

Work Experience 2014–2017 EVP Industrial Systems—Midwest Technologies CHALLENGE: Turn around the Industrial Systems Group, a specialty furnace division … rescue business units in danger of being shut down and find new uses for existing technologies. IN 6 MONTHS:


► Transformed “unsaveable” business to cash-positive. ► Found a buyer, divested the business, and returned millions in cash to the parent company. IN 7 MONTHS (concurrently): ► Sharply focused Futura business unit on commercializing its innovative technology. Identified new use in cancer radiotherapy. ►Implemented a scalable supply chain, defined the FDA clearance process, signed an agreement with a European hospital system, and negotiated a distribution and investment deal with a strategic Asian investor. ►Found a buyer and negotiated sale of the business unit.

►►►►► 2014–2016 President, Crystal Growth Systems Group, Midwest Technologies CHALLENGE: Refocus the business toward growth segments. IN 14 MONTHS: ► Moved to Singapore to manage all aspects of the $300M business—operations, global supply chain, sales and service organizations, P&L. Later also assumed responsibility for 100-person Engineering group ► Cut expenses 31%. ► Introduced an innovative supply chain strategy that moved product assembly to customer sites. ► Narrowed focus to market segments where we had the strongest value proposition. ► Improved financial performance from breakeven to 28% return on sales.

►►►►► 2009–2014 CEO, EnerBooster CHALLENGE: Deliver profitable global growth for the VC-backed company, a pioneer in cleantech energy storage technology. IN 5 YEARS OF FORWARD-THINKING LEADERSHIP: ► Grew the business from a 10-person R&D shop through high-volume production in Asia to become the world’s #1 developer and manufacturer of nickel-zinc rechargeable batteries (1M+ shipped). ► Commissioned in-depth analysis of market position and value proposition for the company’s innovative energy storage technology. ► Orchestrated a strategic shift of the business from retail to 2 emerging, high-potential segments: electric vehicles and data centers. Led aggressive pursuit of both segments. ► Passed multistage technology and product qualification programs of 2 Japanese and 1 U.S. auto manufacturer, earning approval for selection in their passenger car platforms.

►►►►► 2004–2009 President, Power Components, En-Power CHALLENGE: Following multiple acquisitions, challenged to build a leading international power supply business by bringing together 6 small, old-line companies from across the globe. IN 3 YEARS: ► Consolidated 6 outdated, independently operating companies into a tightly integrated global enterprise. ► Increased sales from $600M to $1.6B, creating a top-3 global company.


► Gained extensive hands-on experience leading a global enterprise and doing business internationally: U.S., Mexico, throughout Europe, China, Malaysia, Singapore, Thailand, Japan, and Israel. PREVIOUSLY: ► Turned around the Ex-Act division, restoring profitability to the Taiwanese company.

►►►►► 2002–2004 VP, Powersource CHALLENGE: Drive profitable growth of OEM sales for the worldwide leader in universal power supplies and technical services. IN 2 YEARS: ► Delivered 48% sales growth and 63% EBIT growth. ► Established sales and new product development organizations in Europe and Japan.


GABRIEL PETERSON- RECENT GRAD

Professional Headline Project Leader ⎸Product Developer ⎸Team Manager Summary “Older people sit down and ask, ‘What is it?’ but the boy asks, ‘What can I do with it?’.” — Steve Jobs ____________________________________________________________________________________ The people that know me best refer to me as the “Tom Sawyer of getting things done.” Since graduating from Vanderbilt and co-founding an angel-funded startup, I’ve learned that bringing great ideas to life starts with sharing a vision. By inspiring curiosity and winning buy-in, I’ve secured hundreds of thousands of dollars in investor funding and tens of thousands in free labor from other gifted computer engineers. Making things also means breaking things. I am not afraid of pushing forward, wading through discomfort, and destroying what we’ve created to arrive back at square one when we’ve missed the mark. Innovation is a messy business and sometimes a cruel teacher. Ultimately though, I’ve learned an incredible amount about both technology and the human element required for progress and adoption and I’m searching for a startup-like environment where creativity, risk, and big ideas are welcome. SHOULD WE WORK TOGETHER? The creative yet down-to-business approach I offer isn’t for everyone. However, for those with the following wish list, there is a good chance I’m a great fit. ►DO YOU WANT A PARTNER WHO IS BOTH BRUTALLY HONEST AND PERSONALLY INVESTED when it comes to the development of others? ►DO YOU NEED SOMEONE WHO CAN GALVANIZE INVESTOR SUPPORT and get projects funded? ►DO YOU REQUIRE A LEADER WHO CAN SYNTHESIZE FEEDBACK FROM MULTIPLE SOURCES to overcome roadblocks, develop new possibilities, and carve a new way forward? If the questions above resonate with your company culture, let’s talk. I’m curious about your recent projects and will let you know how I can help. MY AREAS OF EXPERTISE INCLUDE: ✔Venture-Funded Tech Startups ✔Product Development ✔Investor Relationships ✔Project Management


DYANA NICOLE ABINGTON Greater New York City | [email protected] | 201-588-1033 | www.linkedin.com/in/DyanaAbington

Event & Project Management | Promotions | Marketing Coordination | Social Media Community Relations | Fan Engagement: Exceptional Customer Service Background

Customer-centric and polished sport management professional with track record of exceeding performance expectations. Proven reputation for doing whatever is required to achieve superior outcomes.

Results-driven Marketing Coordinator with meticulous organizational skills and proven strengths methodically executing plans.

Articulate Event and Project Manager and effective communicator with polished speaking and presentation skills.

Experienced Sport Management Professional with extensive internships, including NFL role, complemented by B.S., Sport Management (UF).

Demonstrated Experience & Contributions THE NEW YORK GIANTS | East Rutherford, NJ May 2014–Present Marketing & Events Intern Wear multiple, high-visibility hats withing marketing department at NFL team headquarters, contributing promotional and coordination assistance to 70+ Giants events. Gained excellent related experience and exposure shadowing staff within Player Engagement, Scouting, Football Operations, and Public Relations.

Performance highlights include: • Built visibility as Social Media Coordinator (@nflgiantsevents).

- Created and launched the first-ever social media contest on Giants Events Instagram site and Twitter page. - Increased followers on Twitter and newly launched Instagram 146%; posted 100+ Instagram pictures. - Leveraged social media to spotlight Giants activities ranging from Kickoff Concert, Training Camp, and Fan

Fests to Touchdown Town and Blue Friday events. • Executed numerous visibility-raising events and activities as Event Coordinator/Giants Representative.

- Assisted with setup/breakdown for 10 pregame Touchdown Town events and Kickoff Concert. - Participated in 4 Fan Fest Summer Tours, 2 Women’s Clinics, and the College Tailgate Tour. - Helped to facilitate 15+ Blue Friday events plus Blue Evening and Father/Son Camp activities. - Orchestrated 3 Kids’ Club post-game field visits, Kids’ Club Halloween party, and The Biggest Fan Contest.

• Played instrumental role in driving fan engagement by revitalizing 3 Giants Fan Clubs as Fan Club Coordinator, growing membership to 750+ children, 250+ “Blue Ladies,” and 400+ general Giants fans. Created monthly newsletter content targeting different demographic audiences.

• Promoted team at 60+ stops during Giants’ mobile tours throughout Indiana as Giants in Motion Staff Member, distributing giveaways and driving fan enthusiasm.

• Boosted fan engagement during 11 training camps as Training Camp Staff Member, using social media and hospitality tents, info booth, Play 60 Zone, and inflatables at fan interaction area of “Giants City.”

UNIVERSITY ATHLETIC ASSOCIATON | Gainesville, FL Springs 2013, 2014 Marketing & Promotions Blue Shirt Representative Managed on-field promotions and sponsorship activities for such sponsors as Domino’s Pizza, Texaco, and Chick-fil-A as a highly visible member of the promotional team during games. • Increased fan engagement and team support by rallying enthusiasm in the stands, selecting children as well as adults

for promotional participation, and distributing game-day memorabilia, posters, and backpacks. • Accumulated 300+ hours providing promotional support to baseball, lacrosse, soccer, softball, gymnastics,

basketball, tennis, and track programs and games/meets/events.

mailto:[email protected]


DYANA NICOLE ABINGTON pg. 2

[email protected] | 201-588-1033

SAN DIEGO BOWL GAME ASSOCIATION | San Diego, CA Oct.–Dec. 2013 Events Marketing Intern: Poinsettia & Holiday Bowl Games Instrumental in contributing to successful execution of 11 ESPN-broadcasted on-field presentations for 2 Bowl games and production and scripting for 10 Bowl game radio broadcasts (San Diego’s “The Mighty 1090” a.m.). • Significantly boosted user engagement and garnered visibility via new focused social media initiatives that included

founding and launching a social media outreach program: Created all Bowl-related social media. • Crafted language for public announcement messages delivered throughout the games and coordinated sponsor

messages, programming during timeouts, and field presentations. • Constructed Association’s first-ever ticket marketing guide for universities to promote Bowl ticket sales. • Oversaw travel and visiting arrangements for SEC and PAC 12 officiating crews. • Selected as the San Diego Bowl Game Association’s only intern, collaborating with 8 office team members. PGA TOUR | Gainesville, FL Jan.–Apr. 2013 Marketing Campaign Developer (PGA’s ‘Birdies for the Brave’ Initiative) As co-author of marketing plan, innovated strategies to boost brand image and social media awareness for PGA program, earning 2nd place as part of undergraduate sport marketing class at UF. • Developed creative approaches for promoting PGA’s program, creating awareness among military families,

designing “Kids’ Corner” family-friendly events, and providing fundraising ideas for golf tournament. • Incorporated video interviews of student veterans as well as manager of Mark Bostick Golf Course (Gainesville, FL). FLORIDA CITRUS SPORTS | Orlando, FL Jan. 2013; Dec. 2012 Hospitality Pavilion Attendant: Capital One Bowl (2013) Fan Zone Ambassador: Russell Athletic Bowl (2012) Acquired diverse on-site sport management expertise during 2 Bowl events, from credential verification and VIP guest greeting during pre-game festivities to facilitating vendor setup/breakdown and answering game and Fan Zone queries. UNIVERSITY ATHLETIC ASSOCIATION | Gainesville, FL Feb.–May 2012 Baseball Usher Working at each of 10+ home ballgames, offered guest assistance and helped to ensure fan safety and comfort. WALT DISNEY WORLD | Lake Buena Vista, FL Summers 2011–2013 Food and Beverage Cast Member, EPCOT (2011–2012) | Slide Operator, Typhoon Lagoon (2013) Developed and used exceptional customer service skills in environment recognized for superior training and service. • Experiences ranged from preparing meals/serving 500+ guests each day to providing guest relations expertise.

Education

Bachelor of Science in Sport Management (2014) – Minor: Business Administration University of Florida | Gainesville, FL



COVER LETTER (for body of email) Dear : I am very interested in the Title position you currently have open. As a Promotional/Marketing Coordinator/Assistant professional in the Sport Management industry, I bring a strong record of field, Bowl game, and NFL internship sports experience to this opportunity, augmented by a degree in Sport Management (Bachelor of Science, University of Florida). Despite loving the game of football and growing up in Florida with 3 professional football teams in reasonable proximity, I never embraced just one team: I loved watching or attending all games, as many as I could. After attending a sport management conference in Indianapolis during the 2014 NFL Draft Combine and subsequently securing a coveted internship with the New York Giants, my perspective changed as I readily embraced the business side of the NFL. I quickly transitioned from a successful 3-month internship with the Giants to a season-long capacity, which I have thoroughly loved. My performance reviews attest to superior fan engagement skills and key promotional marketing/social media abilities as well as experience helping other staff in many different departments. Select Sport Management / Promotional Experience

Marketing & Events Intern with the New York Giants Events Marketing Intern with the Poinsettia and Holiday Bowl Games in San Diego Marketing, Hospitality, and Customer Service Roles with Florida Citrus Sports (2 Bowl Games), University

Athletic Association, Walt Disney World, and PGA Tour (through marketing class) Additional Skill Highlights

Dedicated, high-energy, and creative professional who has gained experience with brainstorming and idea generation to deepen fan engagement, enhance sport-focused events, and solidify fan base. Throughout my internship and work experiences, I have always embraced collaborative work and consensus building.

A sincere and perceptive “people person” who relates effectively to people at all levels. Skilled in defusing conflict and stressful situations and maintaining calm and competence while in frenzied chaos of game day.

Proven “above and beyond” approach to commitments and deadlines, bringing quality focus, taking the initiative, and meticulously organizing detailed notes and action plans that produce results.

I am confident I can contribute significantly to your organization (or name the actual franchise, i.e., the Houston Texans) and will quickly prove that I can learn new skills and come up to speed rapidly. Enthusiastic about the (state region of country, i.e., Greater Houston) area, I am readily available to relocate. I would value the opportunity to discuss your hiring objectives and how my experience might fit with your organization. Thank you for your consideration. Sincerely, Dyana Nicole Abington


LINKEDIN Dyana Nicole Abington HEADLINE Event & Project Management | Promotions | Marketing | Community Relations | Fan Engagement | Customer Service SUMMARY Highly customer-centric and polished sport management professional with a record of delivering outstanding results in promotions, marketing, community relations, and fan engagement — consistently exceeding performance expectations. This defines the value I have delivered in each role, whether as Marketing & Events Intern with the New York Giants, or Events Marketing Intern with the Poinsettia and Holiday Bowl Games in San Diego, or in Marketing, Hospitality, and Customer Service Roles with Florida Citrus Sports, University Athletic Association, and Walt Disney World. Complemented by a B.S. in Sport Management from the University of Florida, my background includes extensive internship/sport management experience. As I wrap up an exceptional opportunity as a season-long Marketing and Events Intern with the AFC’s top-ranked New York Giants, I am seeking a full-time opportunity as a Sport Management Marketing/Promotions Coordinator or similar Community Relations Liaison role within the NFL or another professional sports league. As a marketing/promotions sport management professional, I make an impact by creatively leveraging social media to capture broader audiences, expand demographic reach, and raise visibility. I bring meticulous organizational skills and methodically execute plans. I am an effective communicator with polished speaking skills. Additional attributes that differentiate me as a candidate: * Collaborative, high-energy, and creative professional who has gained experience with brainstorming and idea generation to deepen fan engagement, enhance sport-focused events, and solidify fan base. * Proven “above and beyond” approach to commitments and deadlines, bringing quality focus, taking the initiative, and meticulously organizing detailed notes and action plans that produce results.


PAMELA HARBAUGH 917.257.1859 • [email protected]

TARGET: ENVIRONMENTAL POLICY INTERNSHIP

Seek to influence change in an entry-level position, fueled by a growing interest in how the government affects major environmental issues in the nation.

Communicate to manage people, market programs, and coordinate schedules for diverse student groups

in work experiences and succeed in community service projects locally and overseas.

Think critically to evaluate environmental policy/law case studies in classes, handle sensitive student information at work, and participate in committees developing campus policy.

EDUCATION

SAN JOSE STATE UNIVERSITY: San Jose, CA

Bachelor of Arts in Environmental Studies, Expected Spring 2016, GPA 4.0

Relevant Courses & Projects: Ecology, Environmental Policy & Land Planning, Renewable Energy Researched state policy for wildfire management and invasive/endangered species, examining the connection

between budget, regulation, and solutions. Argued environmental court cases based on case studies relating to policy and law.

Activities: Phi Sigma Kappa - Completed 6 hours of community service quarterly.

COMMUNITY SERVICE & LEADERSHIP Traveled abroad to teach at Children’s Heritage Foundation in Uganda and at Kargel and Baedeker School

in St. Petersburg, Russia.

Co-founded Jesse Parsnip Foundation, a scholarship program formed in memory of high school classmate, to help community members achieve academic goals.

Raised $10K+ for Special Olympics as member of Phi Sigma Kappa and $1500 for charity over a 3-month

period as leader for school restaurant project.

EMPLOYMENT

SAN JOSE STATE UNIVERSITY RECREATIONAL SPORTS DEPARTMENT: San Jose, CA Night Supervisor/Office Staff/Personal Assistant 9/2014–Present Advanced steadily to oversee programs and facilities, serve as main point of contact for office, handle customer requests, and address scheduling. Process confidential paperwork including liability forms for major injuries and mediate conflicts. Coordinate, market, and advertise 10 sports programs. Lead projects as senior student staff.

Asked to handle supervisor’s schedule, answer email correspondence, and conduct research. Trusted to audit confidential payroll records and process large cash transactions for club sports team

advances and deposits. Supervised 3–5 intramural program staff and coordinate communication with 2500–3000 participants. Contributed to student-led policy development boards and process paperwork for confidential student

health expense scholarship requests.

Athletic Training Room & Soccer Internships 7/2013–4/2014 Gained physical rehabilitation and diagnostic skills. Managed events, coordinated schedules, and drove sales by merchandising at events. Maintained team information database and handled video production equipment. Additional experience as Summer Camp Representative for Gatorade (2009) at UCLA and USC athletic camps.



PAMELA HARBAUGH

HEADLINE Bringing Enthusiasm & Purpose to Environmental Policies Studies & Future Internship Experiences SUMMARY Teaching English in Uganda and Russia, establishing a foundation in memory of a classmate, and volunteering at the Special Olympics have helped me gain a slightly different perspective than many of my peers. This perspective has been helpful in interacting with 3,000+ students in intramural programs at and analyzing the interaction between governmental agencies, policy, and environmental issues in the US during my studies. Of course environmental policy, law, and government budgets are much more complex than we can experience in class. In my next challenge, I hope to get more insight into these issues in the real world. I welcome your suggestions for groups to join, organizations to follow, or reading on environmental policy issues. Better yet, if you have a need for a respectful, diligent intern . . . you can contact me at [email protected] EXPERIENCE Environmental Studies Student San Jose State University 2014 – Present Relevant Courses & Projects: √ Ecology, Environmental Policy & Land Planning, Renewable Energy √ Researched state policy for wildfire management and invasive/endangered species, examining the connection between budget, regulation, and solutions. √ Argued environmental court cases based on case studies relating to policy and law. √ Activities: Phi Sigma Kappa - Completed 6 hours of community service quarterly. Night Supervisor/Office Staff/Personal Assistant San Jose State University Recreational Sports Department 2015 – Present I lucked in to the best college job! I get to oversee programs and facilities, serve as main point of contact for office, and work with students trying to schedule activities. While serving all these students, I also coordinate, market, and advertise 10 sports programs and lead projects as senior student staff. √ Asked to handle supervisor’s schedule, answer email correspondence, and conduct research. √ Trusted to audit confidential payroll records and process large cash transactions for club sports team advances and deposits.


√ Supervised 3–5 intramural program staff and coordinate communication with 3,000+ participants. √ Contributed to student-led policy development boards and process paperwork for confidential student health expense scholarship requests. VOLUNTEER Teacher – Scholarship Founder – Fundraiser Special Olympics / Jesse Parsnip Foundation / Children’s Heritage Foundation 2013 – Present (4 years) √ Traveled abroad to teach at Children’s World Foundation in Uganda and at Kargel and Baedeker School in St. Petersburg, Russia. √ Co-founded Jesse Parsnip Foundation, a scholarship program formed in memory of high school classmate, to help community members achieve academic goals. √ Raised $10K+ for Special Olympics as member of Phi Sigma Kappa and $1500 for charity over a 3-month period as leader for school restaurant project. EDUCATION Bachelor of Arts in Environmental Studies San Jose State University 2017 Relevant Courses & Projects: √ Ecology, Environmental Policy & Land Planning, Renewable Energy √ Researched state policy for wildfire management and invasive/endangered species, examining the connection between budget, regulation, and solutions. √ Argued environmental court cases based on case studies relating to policy and law. √ Activities: Phi Sigma Kappa - Completed 6 hours of community service quarterly.


Seth Greene 841.513.1789 [email protected] Indianapolis, IN 47845

Mechanical Engineer

Organized engineer with experience tracking site performance, preparing reports, and maintaining accurate records within professional environments. Natural aptitude for math and visualizing designs in 3D.

Combine motivation and pride in hard work to produce quality outcomes for myself and others: − Freed time for Department of Transportation supervisor by completing projects and creating systems. − Honored to have a writing assignment selected by a professor as a template for classes in the future. − Earned recognition for multiple semesters on the Dean’s List at IUPUI and graduated with distinction.

Engineering Education & Experience

BS, Mechanical Engineering Technology, COLORADO STATE UNIVERSITY (2016) – GPA: 3.783

Senior Project, Fall Semester 2016: Freight Hauling System Problem: Design 4-wheel, front wheel drive truck to handle 16 ft. container at 5-ton capacity with 4-cylinder hydraulic system lowering/raising the container 5 feet, using mechanical latches to relieve cylinders.

Actions: − Worked with 2 team members to determine design and component needs. − Led hydraulic system design, determining size, counterweight requirements, and system and using 2D

SolidWorks software to create hydraulics schematics. − Went beyond project requirements to factor in horsepower for climbing hills and street worthiness.

Outcomes: Wrote paper and presented design to faculty and industry, earning praise for rendering of prototype/3D model and feedback around design flexibility and ergonomics and safety concerns.

Colorado Department of Transportation, Summer 2015: Assistant Data Analyst

Problem: Automate manual weekly data entry for traffic stations statewide, making it available online and organizing data to ensure accuracy and speed identification of discrepancies and comparisons.

Actions: − Created 50-page macro in VBA for Excel to compile data, linking data sets between Access and Excel. − Prepared reports, investigating anomalous data and logging discrepancies for supervisor review.

Outcomes: Cut data analysis time from 1–2 hours to 5 minutes and earned commendation letter for outstanding technical skills, teamwork, time management, and initiative.

Research Project, Spring 2014: Build a Better Gasket

Problem: Create gear to meet design requirements and quality standards for industrial doors used in security systems, including preventing water damage to electrical components.

Actions: − Led team of 3, emailing weekly updates to manufacturer and keeping project on schedule. − Reverse engineered parts, created models in SolidWorks, and recommended materials.

Outcomes: Reported findings and recommendations to Stanley Security Systems, ultimately deciding on compression molding as the most economical option.


Seth Greene 841.513.1789 [email protected] Page 2 of 2


Awards and Affiliations Colorado State University Dean’s List | Golden Key Honor Society | Phi Theta Kappa Honor Society American Society of Mechanical Engineers Student Member Relevant Coursework Applied Statistics | Production Design & Specification | Applied Strength of Materials | Dynamics Machine Elements | Heat & Power | Fluid Power | Mechanical Engineering Technology | Engineering Materials Computer-Aided Machine Design | CAD & CAM for Mechanical Design | Manufacturing Processes Applied Fluid Mechanics | Design of Mechanical Projects | Intro to AutoCAD & Basic Technical Drawing Proficiencies Computer-Aided Design: SolidWorks, Autodesk Inventor, AutoCAD | SolidWorks FEA Simulation Microsoft Excel & Access | Microsoft Word and OpenOffice | Materials Research

Additional Experience

Smith Klein Baker Law Office, 2006 to 2013: Administrative Assistant Researched, drafted, and filed legal documents. Communicated with business and government officials regarding filing, research, and scheduling.

− Drafted simple wills using template, adjusting as appropriate from lawyer notes. − Used legal jargon appropriately while working with banks to liquidate estates.

Marion County Commissioners, Summer 2008: Office Assistant Answered phones, took messages, and communicated with business and government officials.

− Handled community requests, input, and complaints to increase effectiveness of commissioners.



FLEMMING PERSSON

+ 46(0)708-712 812 [email protected]

linkedin.com/in/flemming-persson

HEAD OF BUSINESS DEVELOPMENT & MARKETING Vision, Strategy & Execution – Sales, Marketing & Operational Leadership – Acquisitions & Integrations – EMEA & Global Markets

International growth catalyst building high-performing teams. Consistently grow revenue 20%–2400%.

Transformed company’s earnings by executing cost-so-serve-analysis and EMEA strategy with global impact, outperforming management expectations.

Positioned company as major EMEA supplier by diversifying and launching acquired company’s products in new markets. Led team of 10–20.

EXPERIENCE & ACHIEVEMENTS Alfa Laval 2001–Present Global company, listed on NasDaq OMX, that makes mobile living easy with a complete range of air conditioners, refrigerators, and mobile power equipment. Annual sales of ≈35.1 BSEK with customers in 100 markets.

HEAD OF BUSINESS DEVELOPMENT & MARKETING EMEA – MAAM, Alfa Laval Group, 2013–Present Lead 20 sales managers (on operational level). Responsible for 180 MSEK full territory budget + bonus P&L. Challenge: Implement multiple revenue-enhancing processes with teams unfamiliar to this way of working. Identify and analyze 35,000 customer purchasing behavior including discounts.

Results: Increased sales >15% in 2 years by leading cost-to-serve analysis, segmenting customers, and presenting

results to management team. Study initiated reorganization within marine segment. o Segmented customers and designed and launched performance-based discount model and distribution

directives in EMEA while redirecting unprofitable customers. o Secured sales in all distribution channels in an optimized and profitable manner.

Achieved 10%–15% YoY growth, outperforming management team’s expectations.

SALES & MARKETING DIRECTOR EMEA – MAAM, Alfa Laval Holding AB, 2009–2013 Directed 20 sales/marketing managers across EMEA. Oversaw 200 MSEK full territory budget + bonus P&L. Challenge: Sell division's proposals to sales companies within newly formed matrix organization and oversee pricing.

Results: Orchestrated pan-European marketing campaigns:

o Introduced completed market and business intelligence (BI) studies prior to campaign launch to create realistic view of potential market share and provide sales staff with solid product knowledge.

o Supported sales managers with distribution strategies and data to sell at highest possible margin. Coordinated and implemented internal and external incentive programs. Launched 2 successful new series, including effective marketing materials.

SALES AND MARKETING MANAGER EUROPE – MAAM, Alfa Laval Holding AB, 2008–2009 Drove European pricing, long-term branding + coordinated sales training throughout Europe for 30-40 staff. Challenge: Analyze customers and product-portfolio per region to secure optimized product mix. Sell original equipment manufacturer (OEM) products to unchartered end customer market via

distributors, dealers, and retail stores, a new sales arena.

Results: Increased B2B revenue >20% and marine OEM customer >10% by efficiently utilizing newly acquired

company’s extensive distribution chain to channel products. Opened up new wider B2B market. Built new, efficient sales best practices (still in use) to guarantee quick + correct decisions.


Flemming Persson | + 46(0)705-712 812 | Head of Business Development 25 (2)


o Implemented attractive mentor program and new incentive program for mentors. o Created and chaired 10-member Marketing Trade Council (MTC) consisting of sales and product

managers from companies across Europe. Selected for 12-person steering committee consisting of group management members and sales company

directors involved in EMEA strategic decision making. o Introduced strategic pan-EMEA business plan and won approval from leaders from all business cultures.

Coordinated international trade and commercial exhibitions (METS, LBS, BOOT and Genoa).

MARKETING & COMMUNICATIONS MANAGER EMEA – MAAM, Alfa Laval Holding AB, 2004–2008 Directed product manager, marketing manager + back office; supervised 12 indirect reports (subsidiaries). Challenge: Review existing product portfolio of RV products and select which to diversify and sell via new marine

distribution made available through acquisitions. Convert traditional RV products into attractive options for marine market. Provide budgetary support to 12 sales companies (subsidiaries) and monitor their marketing activities.

Results: Built Alfa Laval into major player in marine market and created organic growth by penetrating new

markets and selling existing product portfolio to multiple customer segments instead of 1. Instrumental in launch of new corporate website that included 6 acquired companies’ products. Architected framework business model – “scale of economy” – adaptable for regional conditions. Supported 10 sales companies and 1000s of distributors and dealers with sales and marketing tools. Architected company's corporate identity guidelines. Provided unified corporate messaging and educated

subsidiary marketing managers to use new guidelines.

Whirlpool 1998–2001 Global consumer goods leader. Products include refrigerators, ovens, dishwashers, etc. Brands include, KitchenAid, Hotpoint, Bauknecht and Indesit. Group sells >60 M products/year to customers in 140+ markets. REGIONAL SALES MANAGER, Whirlpool Food Service Equipment, 1998–2001 Challenge: Replace key account sales person at customer’s request, in lieu of more experienced person selected by

company as replacement. Convince all Swedish "Chef of the Year" winners and Michelin star restaurants to replace existing kitchen

equipment with Whirlpool products.

Results: Tripled sales within 2 years through large tenders that included pioneering additional services. Established Whirlpool as best value option for small to medium restaurants.

IT & LANGUAGE SKILLS Extensive knowledge in: Excel, Power Pivot, and vast number of CRM software providers

English & Swedish (native/bilingual)

EDUCATION/PROFESSIONAL DEVELOPMENT High Potential Program (HIPO), Alfa Laval Group 2014 1 of 15 identified as future top executives, handpicked by management team and board of directors. Program consisted of 3 extensive modules including 1 week at Massachusetts Institute of Technology (MIT).

International Management Graduate Program, Alfa Laval Group 2003–2007 Hand-selected as only participant from Sweden for 4-year program that included work assignment and studies in sponsoring country (Sweden) + subsidiary (Brighton, England). Met monthly with supporting mentor.

Business Management Program, IHM Business School, Malmö, Sweden 2001–2002

Technical Engineering Program, Polhemskolan, Lund Technical College, Lund, Sweden


Rebecca Hardman 613-782-4877 ♦ [email protected]

Product Management - Senior Leader

Turnaround Expert ǀ Growth Catalyst ǀ Change Management Strategist

Increased margin 29% in 1 year ♦ Restored profitability in 8 months ♦ Grew revenue >$1M in 1 year

Operational leader who drives transformation through robust business plans, cross-functional alignment, and customer-centric focus to build portfolios and solve complex business challenges.

Executive with a flawless record of delivering top- and bottom-line results through strong financial acumen, business unit development, and multimillion-dollar P&L management.

Product manager who produces strong and sustainable gains in performance, productivity, and profitability for new and existing products.

High-energy leader with a collaborative approach, focus on organizational development, and talent for key stakeholder engagement.

Professional Experience

First Place, Chicago, IL Leading provider of software that helps large retailers and manufacturers work together.

Director, North American Professional & Education Services (2015 to present) Director, North American Professional Services (2014 to 2015)

P&L ♦ Revenue Growth ♦ New Product Development ♦ Operational Efficiency ♦ Merger & Acquisition Restructuring & Turnaround ♦ Customer Engagement ♦ Cost Control ♦ 8 direct/2 indirect reports

Led aggressive turnaround from loss to profitability for the North American services operation. Integrated 3 companies into 1 through organizational and operational restructure and superior customer engagement. Streamlined services operation to control North American investment and secure existing customer base. Led product development of hybrid solutions to drive revenue.

• Converted services operation from multi-year loss to profitability in 8 months.

• Generated $700K in 6 months by expanding offerings and enhancing services portfolio.

• Secured $1M in 1 year by packaging, launching, and managing first services-technology hybrid product.

• Conceived, developed, and launched a new modern analytics product. Owned the technical vision coupled with the P&L for the initial go-to-market strategy.

• Delivered consistently on highest annual targets of 3 regions. Smart Solutions, Cleveland, OH World leading provider of customer engagement software.

Senior Director, Global Professional Services (2012 to 2014) Director, Strategic Partnerships (2009 to 2010) Managing Consultant (2007 to 2009 & 2010 to 2012)

P&L ♦ Product Innovation ♦ Sales & Customer Relationship Management ♦ Talent Management Productization ♦ Strategic Partnerships ♦ Margin Growth ♦ 5 direct/17 indirect reports

Challenged to turnaround and drive value of Professional Services business that assists clients with software implementation. Faced with inefficient operations, poor customer service, and inept personnel. Drove a comprehensive restructuring and capitalized on inefficiently used resources.


Rebecca Hardman 613-782-4877 ǀ [email protected]

Smart Solutions, Cont.


• Increased margin from 11% to 40% and top-line revenue 40% within 12 months.

• Added $300K in 1 year by adding Managed Services to existing Professional Services portfolio.

• Grew revenue 25% by revamping Educational Services business and implementing a global eLearning academy.

• Initiated a partnership with a food safety consulting firm to analyze and highlight opportunities for customers to adhere to regulatory standards and manage risks.

• Collaborated with a Fortune 500 consumer packaging goods company to utilize advanced data analytics that established early warning signs of possible recalls.

TruData Systems, Cincinnati, OH Leading provider of parcel transportation management solutions software.

Vice President, Product Development (2003 to 2007) Technical Program Manager/Developer (1999 to 2003) Project Coordinator/Technical Communicator (1996 to 1999)

Product Development ♦ Standardization ♦ Quality Assurance ♦ 3 direct/8 indirect reports

Promoted through a series of increasingly responsible positions based on demonstrated leadership, project initiative, and process improvements. Created a quality assurance team and introduced formalized quality testing methodology and procedures.

• Led team in product development for 3 product lines that serve customers with extremely high volumes and complex shipping rules.

Education

MS, Predictive Analytics, Purdue University, West Lafayette, IN – expected Fall 2018

MA & BA, English, Ohio University, Athens, OH


Pär Boman | 079-975 21 52 | Director of Marketing & Communications 1 (3) RWA E---Summit: Writing Branded Resumes & Profiles © 2017 Resume Writing Academy • Page 28

PÄR BOMAN

079-975 21 52 [email protected] linkedin.com/in/paer-boman ⌂ Gothenburg

DIRECTOR OF MARKETING & COMMUNICATIONS Diplomatic communications executive with reputation for transforming ideas into tangible projects, restructuring organizations, and building teams to outperform goals and stretch beyond perceived limits. Recognized public affairs matchmaker who contributed to new legislation.

Handled media relations for fatal disasters as expert in crisis: Linate Airport, Söderåsen, and HQ trial.

Transformed company from most unpopular to respected and trustworthy supplier and positioned for sale with a profit to private equity company.

Orchestrated rebranding campaign (in Sweden) – 4.1M unique viewers + 250K podcast listeners.

EXPERIENCE & ACHIEVEMENTS Ernst & Young, 2014–Present Network of 175K employees in 155 countries providing audit, tax, and advisory services. E&Y Sweden serves 30K customers, listed (Skanska, Sandvik, Volvo, Electrolux) and small/medium-sized businesses. HEAD OF MARKETING AND COMMUNICATIONS Headhunted to join 8-person Executive Management Team when EU Commission's audit reform (2016) required changes to marketing and customer management. Direct 13 professionals in internal/external communications, marketing, corporate/employer branding, events, sponsorship, press/media relations, public affairs, and CSR. Communications Improvement Helmed Swedish portion of corporate branding overhaul and global initiative, repositioning role of company,

values, branding promise, strategy, and vision as part of “the E&Y story.” Developed, in parallel, new graphic profile impacting print, digital channels, and new website. Crisis Management/Signature Achievement Launched series of films viewed by 4.1M unique viewers – and podcasts shadowing Swedish business change

agents (podcast has 250K listeners and is nominated for Spinn, Sweden’s largest PR competition). Achieved best media image ever (92%) by producing film used in court to clarify accountants’ role in a

company when E&Y came under unjust attack from media/other stakeholders during HQ Bank’s trial.

Canal Digital, 2012–2014 Leading provider of TV, broadband, and telephony. ≈35% Swedish households are customers. DIRECTOR OF CORPORATE COMMUNICATIONS Recruited to strengthen corporate communications program, including internal communication, press and media relations, social media, PR, crisis communication, and CSR. Led 3 direct reports and reported to CEO as Member of Executive Management Team. Communications Improvement Developed routine for effective crisis management in collaboration with customer service organization. Improved presence on Twitter, Facebook, and Instagram to create faster, enhanced dialogue with customers. Developed marketing and PR to complement and support “Mary and Emma” TV commercials. Crisis Management/Signature Achievement Cut customer complaints 90% with new routines and reduced negative media coverage 88%. Co-prepared successful IPO/exit (selling company to new PE firm). Prepared 3 different exit scenarios.

City of Solna, 2009–2012 Municipality with 65,000 inhabitants. 8 times appointed Most Corporate Friendly Municipality HEAD OF MARKETING AND COMMUNICATIONS Asked to head communications and marketing department with staffing/budget oversight of 14 employees (4 direct reports). Directed media relations, marketing, internal communications, and crisis communication.



Communications Improvement Structured communications processes. Assisted politicians with communication material. Rebuilt municipality's website from scratch and co-developed new graphic profile for all communication and

marketing, including logotype update. Coordinated municipality's 10 departments on this issue. Crisis Management/Signature Achievement Placed 3-page report (including front page coverage) in leading business paper by working with journalist on

story regarding new construction projects. Worked with Sweden's largest and most important infrastructure projects: Sweden’s largest event arena and

largest hospital, N. Europe’s largest shopping mall, and 10,000 new homes. NCC, 2006–2008 World-leading project development and construction group with 20 000 Swedish employees. 62.5 MSEK NORDIC COMMUNICATIONS MANAGER, NCC Residential Development Nordic, 2003–2006 Promoted to lead 6-person team in new business area that develops residential districts and sells new homes to individuals in Sweden, Norway, Denmark, and Finland. Reported to marketing director and CEO. Oversaw internal communications, crisis communications, public affairs, media relations, and marketing. Communications Improvement Coordinated communications officers in Norway, Denmark, and Finland. Developed marketing materials for inauguration and sales of residential units. Crisis Management/Signature Achievement Planned and coordinated company’s recurring dialogues with customers after large number of new houses

suffered from poor construction quality (mold growth) and required extensive renovation. Media trained management, with continuously updated communication to maintain customers’ trust.

HEAD OF PUBLIC AFFAIRS, NCC Sverige AB, 2004–2006 Recruited to develop and coordinate NCC Sverige's (1 of NCC Group’s business units) political network + agenda and customize it for national and regional politicians. Reported to Director of Communications. Communications Improvement Initiated Future Pathway, a pioneering annual seminar attended by >450 politicians and customers in Malmö,

Gothenburg, and Stockholm. Established contacts to promote regional investment and business projects. Planned, coordinated, and implemented group’s annual activities at Almedalsveckan.

o Arranged debates (200 guests) with executives and national politicians. Scheduled executives as panellists at other organizations’ seminars.

o Showcased BoKlok, low-cost budget concept/collaboration between IKEA and NCC. Crisis Management/Signature Achievement Contributed to new Swedish legislation by organizing meeting between NCC Sweden's CEO and Finance

Minister Mats Odell (KD) to discuss OPS (public private partnership). Part of 10-person crisis communication team in Båstad after environmental catastrophe at with chemical

substance occurred. Managed media communications for 2.5 months after rest of team left.

Finnair, 2002–2004 Leading European airline flying 16M passengers to 50 destinations in Europe, the US, and Asia COMMUNICATIONS MANAGER Recruited to drive environmental development group public affairs and media relations and support strategic environmental decisions. Reported to Head of Environmental Affairs and Head of Communications. Communications Improvement Created internal and external communications during 15% staff reduction. Contributed to winning 2 prizes for Finlands’s best sustainability report during Deloitte-organized competition. Crisis Management/Signature Achievement Assigned to crisis management team during 9/11 attacks in New York and 1 month later when 2 aircraft

collided in Milan, Italy, killing 114 passengers. Collaborated with 12 insurance lawyers and insurance companies and created targeted messages. Selected as most appreciated communications officer (out of 15) by journalists in Finnair’s press service.


The Swedish Ministry of the Environment, 1998–2002 Swedish authority with 12 divisions/secretariats and 150 employees HEAD OF COMMUNICATION / COMMUNICATIONS OFFICER Recruited to be Anna Lindh’s (Minister for the Environment) ghostwriter. Within 6 months, asked to replace head of communications. Part of organization that helped government maintain power during 1998 election. Member of Ministry’s 2 management teams (10 departments head/team and 6–7 political staff/team). Communications Improvement Identified 15 concrete environmental objectives for government to focus on. Converted new environmental legislation into printed easy-to-understand publications distributed to 290

municipalities, county councils, environmental authorities/organizations, other associations, and the public. Edited and produced monthly internal magazine. Drafted answers to 100 letters/week sent by public. Wrote press releases (daily papers and trade journals) and handled contacts with journalists on a regular

basis. Directed ministry’s internal and external communications. Crisis Management/Signature Achievement Directed ministry’s competitive intelligence regarding the infamous 1997 Söderåsen disaster.

AWARDS Embrace Change Campaign, Ernst & Young, nominated for Spinn, Sweden’s largest PR competition 2017 2nd place, “Svenska Design Priset” for Most Innovative Stand Presence 2016 Finland’s best sustainability report, Deloitte awards (2 consecutive wins for Finnair) 2002–2003

LANGUAGES English (Full professional proficiency), Swedish (native)

BOARD POSITION & OTHER LEADERSHIP Board Member, Ung Livsstil 2012–2014 National partnership between trade and industry, government agencies and non-profit associations. Goal is to increase parents’ awareness of, and young people’s confidence in, using the Internet.

Jury Member of “Future Leader of the Year” and Ernst & Young’s International Case Competition, one of the world's biggest business case competition with student applications from 450 universities.

SAID ABOUT ME “I learn from your leadership style, to show confidence in your colleagues, to dare to focus, to think more intelligently in some questions, and to delegate more. I think you are responsive and always available if I need to discuss factual matters.” – Lena Keppler, Ernst & Young

"We don’t know each other, but we both work for Ernst & Young. I listened to you at the inspiration day (for new hires). I wanted to let you know how well you express yourself and how inspiring you are. Of all the speakers, you were the only one who made me feel inspired and proud to be part of Ernst & Young.” – Jeanette, Ernst & Young

“Pär was an excellent colleague with a broad understanding of communication and a creative approach to build a brand and communicate.” – Mats Wedin, EVP at NCC Sverige AB

EDUCATION/ PROFESSIONAL DEVELOPMENT Executive Leadership Program (Management), Stockholm School of Economics (SSE) 2015 Communication Executives Program (MBA), Stockholm School of Economics (SSE) 2012 Personal Leadership: International Leadership Management 2010 European Master in Law and Economics (LL.M.), University of Utrecht, the Netherlands 1996–1997 Master of Social Sciences, Uppsala University 1992–1996


VICTOR JAMES 111.111.1234 ▪ [email protected] ▪ https://www.linkedin.com/in/placeholder/

C-LEVEL STRATEGIST ▪ OPERATIONAL THOUGHT LEADER ▪ TECHNOLOGY CONSULTANT “Victor is the most intentional, motivated, organized, and strategic person I’ve had the privilege of working for. He not only possesses the discernment to see the strengths and weaknesses of his team, he possesses the diligence to find and implement meaningful tools that enable everyone to perform at a higher level.”

Passionate and entrepreneurial MSP Leader mobilizing high-energy growth through employee investment, strategic roadmap creation, and business development expertise. Empower change, influencing decisions in cross-functional environments. Champion healthy workplace culture, engaging teams through servant-/metrics-based leadership. Dominate competition, analyzing market, cultivating key relationships, and designing solutions/processes that grow client businesses and deliver added value while scaling profitability.

AREAS OF EXPERTISE

Business Process Improvement C-Suite Presentations Dashboard Creation A/P & A/R Control Project Management Financial Management Operations Management Human Resource Management Account Management Vendor Evaluations & Bidding Sales & Marketing Management Profit & Loss Management

PROFESSIONAL HISTORY “Victor will get the job done right no matter what it takes. His wealth of knowledge and strong communication skills set him aside from his competition.”

ADVANCED SOLUTIONS INC. 1999–2017 Leading strategic professional services and consulting firm delivering IT managed services, applications development, and marketing services to clients across multiple industries. www.advancedinc.com ►PRESIDENT 2012–2017 P&L FOR $3M REVENUE COMPANY ▪ 7 DIRECT REPORTS ▪ 24 IN-DIRECT REPORTS Catapulted Advanced Inc. to global recognition as one of the top MSP companies in the world. Implemented marketing process that drove 180% revenue growth within 5-year period. Continued top-line revenue growth of ~25% YOY through talent acquisition, team development, marketing tactic execution, and warm-lead generation process. Helmed total business profitability, revenue growth, and operations. Conducted quarterly business reviews, presenting to board of advisors.

C-Suite Influence Increased revenue 180%, generating >$100K per month/~$1M per year.

- Provided daily coaching and weekly meetings with emphasis on open, collaborative feedback for sales quality improvement.

- Employed multi-faceted marketing approach to close sales. - Closely measured sales appointments for success, joining team on

calls to improve service offerings. Distinguished brand by capturing global, state, and local accolades.

- Ranked in MSP Mentor’s 501’s Top 501 Managed IT Service Providers in the World from 2013–2017. - Accomplished place on CIO ShoutOut 100 Most Promising Microsoft Solution Providers in 2016. - Achieved inclusion on prestigious Solutions Transformation list from 2014–2016. - Attained recognition in Alford’s Magazine Fast 50 in 2015.

Leveraged executive presence, expertly communicating complicated concepts to large and small audiences. Implemented and led company huddle rhythm for c-suite, sales, and technology. Mentored junior exec and sales/tech teams.

Financial Impact Accelerated sales, generating ~600K/year in new revenue with Central Command, a corporate dashboard that identified sales

process inefficiencies. First-time appointments climbed from 0-1/week to 3-4/week and precipitated $32K recurring revenue per month plus 20% additional project work.

Slashed A/R >15% within 3 months by implementing late payment notification system that prompted executive follow-up. System was so successful it retained lower A/R level for 2 years.

Motivated accountability and progress, creating annual budgeting/forecasting models and driving company to meet goals. Secured income tax rebate after presenting 10-year strategic plan to local city councils.


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Victor James ▪ Pg. 2 of 2 ▪ 111.111.1234 ▪ [email protected] ▪ https://www.linkedin.com/in/placeholder/

PROFESSIONAL HISTORY (Continued…) ►PRESIDENT ACCOMPLISHMENTS CONTINUED Account Management Strategy

Masterminded customer satisfaction measurement and mitigation process. Pioneered technology summary meetings, visiting client sites to gain comprehensive overview of business issues and provide

specific recommendations for improved critical business processes. - Infiltrated new market, building on foundational idea behind software selection process and ERP consultancy.

►CHIEF OPERATING OFFICER & CHIEF TECHNOLOGY OFFICER 2008–2012 MICROSOFT PARTNER ▪ STRATEGIC ACCOUNT MANAGER ▪ BUSINESS DEVELOPER Transformed technology division from break/fix to MSP in <8 months and set company on course to become one of the fastest-growing managed services providers in the mid-west. Commanded all large marketing, application development, and technology projects. Identified, architected, quoted, and sold all IT projects.

Business Development Expertise Built sales engine, adding new customers and recurring revenue monthly while growing into YOY success. Recruited top-talent

and designed technology sales process. Trained and coached team. Created prospecting database with >5K verified contacts and corresponding data.

Energized robust industry relationships with vendors and clients. Selected all tech vendors for company and client needs and cultivated resulting relationships. Facilitated quarterly meetings with clients to review budgets and solidify strategic initiatives.

Negotiated all technology contracts, constructing strategy that transitioned managed IT services clients to long-term contracts. Operational Excellence

Reviewed clients’ critical business processes, acting in business analyst role. Promoted IT value proposition, selling technology solutions to improve client operations.

Formalized all company processes, applying metrics for ensured success and guaranteeing continuous improvement process. Centralized company quoting with online quoting software. Launched onsite visit schedule, formatted 1 year in advance. Created pre-/post-notification system.

Change Management Eliminated operational ambiguity, implementing company-wide documentation process along with measuring system to ensure

proper usage. Mapped all critical processes. Eradicated inaccuracies in financial reporting by creating and matching GL accounts to products sold, providing precise P&L

across all departments. Increased monthly project revenue 20% and addressed lost billing by integrating professional services automation tool. Tracked

ticket, project, and employee time. Spearheaded process and best practice creation to achieve world-class top reactive hours (per endpoint, per month of .16)

across all managed IT clients.

►MANAGING DIRECTOR, NETWORK ADMINISTRATOR & SENIOR NETWORK ARCHITECT 1999–2008 MICROSOFT SMALL BUSINESS PARTNER ▪ E-COMMERCE METHODOLOGY & WEBSITE DESIGNER Shaped dynamic technology solutions, meeting client needs and managing client networks while concurrently project managing all e-commerce and website development initiatives. Established SEO line of business and corporate intranet. Applied holistic technology approach for client projects, creating proactive rather than reactive systems. Developed competencies around the building services, ensuring clients received reliable, self-policing systems from start to finish. Created technical quotes.

CAREER HISTORY PRIOR TO 1999 Technical Recruiter ▪ Alistair Systems Assistant Director & Project Manager ▪ Boston Solutions

EDUCATION, CERTIFICATION & TRAINING “Over the years, I’ve witnessed Victor's growth, maturity, and driven work ethic. I highly recommend working for and with him.”

BACHELOR DEGREE (BS) ▪ Northeastern University ▪ Boston, MA Multiple Industry Certifications (Microsoft, Cisco, TechMentor) ▪ Solidify thought-leadership through rigorous ongoing training, workshops, and conferences (TruMethod, SuiteWorld, NexGen, 4u2Grow).

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BLAKE M. HOFFMANN MILAN, ITALY | +39 344 0118720 | [email protected] | https://www.linkedin.com/in/blakehoffmann

FINANCIAL SERVICES/INSURANCE: STRATEGIC CEO/COO | INNOVATIVE LEADER & CHANGE ARCHITECT

Talented Global Executive with stellar record of leading international teams, producing remarkable outcomes, and driving digital strategy while uniquely bridging business and IT. Reputation for innovation and expert turnaround in financial

services/insurance industry. Very comfortable with ambiguity and chaos.

Driving industry-leading charge to refresh Generali’s value proposition by leveraging digital technology and tapping power of mobile hub/digital architecture to customize and innovate the customer experience.

Executed ING’s streamlining effort, delivering majority of €200M sustainable cost savings for NN’s IPO. Spearheaded ING Malaysia’s pre-sale due diligence, leading organization through strike, negotiations, and €2B+ sale. Transformed global organizational performance in virtually every leadership role—quickly assimilate to new cultures.

Grow th and transformation catalyst who taps entrepreneurial passion to achieve what others say is not possible.

Change Architect for Corporate Culture & Business Optimization | Digital | Performance & Process Improvement | P&L Talent Management | M&A, Divestiture & IPO | Strategic Alliances | Negotiations | Strategic Brand Management

PROFESSIONAL EXPERIENCE & ACCOMPLISHMENTS

GENERALI GROUP 2015–Present Chief Information & Digital Officer (CIDO, 6/2016–Present) / Group Head of IS (9/2015–6/2016) | Milan, Italy Recruited to define/execute strategy to accelerate digital, data, and IT transformation of business, modernize global IT systems/application landscape, and deliver customer service excellence. Lead strategic initiatives driving digital and data transformation as CIDO for Generali, incorporating previous role as Head of IS along with full operations/COO responsibility under new Group strategy. Manage >€1.4B IT services spend/€2.5B procurement services supporting Group Operations. • Provide leadership and vision for digital and data; IT security/operations strategy/delivery; operational efficiency and

productivity; procurement; and infrastructure services across organization comprising 1,100+ staff supporting spectrum of Generali’s life, health, and general insurance business units.

• Defined and rolled out 90-day plan unifying 86 stakeholders across 20+ countries/regions against backdrop of management turbulence at highest levels. Motivated/incentivized key talent during period of frozen staffing to enact change throughout architecture, systems, and operations despite significantly curtailed headcount.

NN GROUP (FORMERLY ING INSURANCE) 2012–2015 CIO Europe & Asia | Amsterdam/The Hague (2013–2015) Recruited to optimize IT strategy/operations and create cost-effective infrastructure across all insurance business lines for NN Group in Europe, Asia, and corporate headquarters. Oversaw IT Applications & Infrastructure, facilities, and procurement footprint comprising 12 European CIOs, 6 business unit CIOs, and 8 heads of shared delivery, architecture, and change functions; managed >€600M in annual spend and 1,800 staff. • Delivered €163M of an overall €200M cost reduction through structural enhancements and built/led cross-company

transformation initiative emphasizing culture of continuous improvement and efficiency supporting IPO. • Designed/championed IT strategy converting from cost centre to competitive advantage that leveraged benchmarking and

financial targets with infrastructure as a service (IAAS, PAAS, SAAS) plus structural alterations, governance enhancements, and refined capabilities—increasing agile delivery and “devops” methodology while enhancing offshoring/sourcing elements.

President & CEO, ING Insurance | Malaysia (2012–2013) Recruited to lead next growth phase for top 3 life insurer in Malaysia, dominant in Employee Benefits, Tied Agency, Bancassurance, and newly formed Takaful business; ultimately managed divestment. Led ING throughout disruptive change, spearheading due diligence process in divestment of Malaysian insurance business from large banking/insurance conglomerate (>€5B in assets, 1,200 staff, 8,500 agents, 220 bank branches). • Navigated Tied Agency association relations and effectively negotiated with union/regulator to ensure business continuity

despite subsequent strike and regulatory approvals for additional agency compensation (related to ING divestiture). • Architected new corporate strategy delivering increased value to customers, shareholders, and distribution partners. Drove

customer-centric practices and improved service levels through operational efficiencies. • Steered business to achieve MCVNB margin +5 points, operating profit +5%, net profit +14%, and operating expense -8%.


https://www.linkedin.com/in/blakehoffmann


BLAKE M. HOFFMANN +39 344 0118720 | [email protected]

SUN LIFE FINANCIAL 2009–2011 Chief Information & Operations Officer | Asia/Hong Kong Recruited to build and drive IT excellence with centralization, operational efficiency, and offshoring strategies. Hired to develop/implement high-growth IT/Operations strategy; assumed leadership/turned around troubled offshoring ops. • Increased IT/Operations support throughout Hong Kong, Indonesia, Philippines, China, and India through integrated,

centralized IT strategy and offshoring to leverage technology and resources. Tripled offshore organization’s staff to 950. • Delivered 3:1 annualized ROI on 5 in-country efficiency initiatives across Asia while delivering model for building continuous

improvement culture and sustained operational efficiency across the region. MANULIFE FINANCIAL 2001–2009 President & CEO | Thailand (2007–2009) Hired to transform newly acquired company to profitability, drive performance, and build enduring value. Deployed multipronged strategies to support launch of alternative distribution line of business (Bancassurance and telemarketing) and asset management company; concurrently sharpened company focus by closing group insurance business. • Launched full-time agency management program—optimized recruiting/built captive sales force/bolstered management

team, and focused marketing strategy (needs-based selling, productivity, activity, persistency management). Results: Insurance sales increased 60% YOY for 2008. Surpassed 2007 asset management plan by 100% within 6 months of launch.

• Improved overall operations/compliance, closed 64 outstanding audit points, and installed service/efficiency metrics. Vice President, Insurance Product, Pricing & Operations | Japan (2004–2007) Promoted to VP, deployed to Japan, delivered immediate, sustainable value to organization comprising 3 VPs, 7 AVPs, and 200+ staff, and executed effective strategies to turn around faltering HR operations. Championed operational efficiencies, strengthened product development/pricing practices, and instituted performance-driving measures that optimized HR with increased focus/accountability. Led due diligence process, positioning for potential acquisition. • Reinforced P&L accountability for $30M operation of Japan-based insurance company by analysing all process flows,

improving productivity by 61%, and slashing expenses by >¥775M. • Re-adjudicated 200,000+ life/medical claims, achieving regulatory compliance with zero impact on daily operations. • Implemented comprehensive product development process. Transformed product management, product pricing, marketing,

and communications teams by aggressively recruiting new talent and optimizing existing staff through realignment. Assistant Vice President, Health & Dental Claims Operations | Canada (2002–2004) Maximized turnaround time and transaction cost for $35M operation spanning 7 budget areas with 300+ staff in 2 Canadian French/English cities; executed major cost transformation program and oversaw both onshore and offshore outsourcers.

AVP, Corporate Systems | Canada (2002) — AVP, Technology Domain Lead & Engagement | Canada (2001) Streamlined client digital strategies/execution; oversaw team of 43 technical, project management, and support staff.

PRIOR CAREER HIGHLIGHTS / TRAJECTORY

• Vice President, e-Financial Services (3 yrs., Microforum; built financial services fin tech for online credit adjudication). • Product Manager, Business Credit (2 yrs., Canada Trust; oversight of $4B small business credit/mortgage portfolio).

EDUCATION/CREDENTIALS & AFFILIATIONS WILFRID LAURIER UNIVERSITY | Waterloo, Ontario, Canada • Master’s of Business Administration – With Distinction • Named MBA Alumni of the Year (2007) • Teaching Fellow, taught e-Commerce in MBA program • Honors Bachelor of Business Administration

Canadian Securities Course (CSC) | Institute of Canadian Bankers, Mutual Funds of Canada | Six Sigma Green Belt

Chairman, Belgium Board of Directors, ING | Member, SLF and MFC Board of Directors Board of Directors, Thai-Canadian Chamber of Commerce | Board Trustee, International School of Milan



BLAKE M. HOFFMANN

BOARD OF DIRECTORS CANDIDATE PUBLIC / PRIVATE / NONPROFIT

QUALIFICATIONS

• Senior leadership experience in a fast-moving, volatile industry… with a track record of agility, strategic thinking, and sound business decision-making to achieve profitable growth and market success.

• Strategic planning expertise and proven ability to lead organizations through accelerated growth, operational streamlining and cost reduction, and culture transformation.

• Strong capabilities in operations, digital finance, insurance, corporate planning, and change leadership; CEO and COO with publicly traded and privately held corporations.

PERFORMANCE HIGHLIGHTS

• As Chief Information & Digital Officer with Generali, defined and rolled out 90-day plan unifying 86 stakeholders across 20+

countries/regions against backdrop of management turbulence at highest levels. • Delivered €163M of an overall €200M cost reduction through structural enhancements and led transformation initiative

emphasizing culture of continuous improvement and efficiency supporting IPO as CIO Europe and Asia at NN Group. • Led ING throughout disruptive change as President & CEO—steering business to achieve MCVNB margin +5 points,

operating profit +5%, net profit +14%, and operating expense -8%. • Delivered 3:1 annualized ROI on 5 in-country initiatives across Asia while delivering model for building continuous

improvement and sustained operational efficiency across the region for Sun Life as Chief Information/Operations Officer. • Launched full-time agency management program and increased insurance sales 60% YOY as President & CEO, Manulife.

CAREER CHRONOLOGY Chief Information & Digital Officer, Generali Group, Milan, Italy 2016–Present Group Head of IS, Generali Group, Milan, Italy 2015–2016 CIO Europe & Asia, NN Group (formerly ING Insurance), Amsterdam/The Hague 2013–2015 President & CEO, ING Insurance, Malaysia 2012–2013 Chief Information & Operations Officer, Sun Life Financial, Asia/Hong Kong 2009–2011 President & CEO, Manulife Financial, Thailand 2007–2009 Vice President, Insurance Product, Pricing & Operations, Manulife Financial, Japan 2004–2007 Assistant Vice President, Health & Dental Claims Operations, Manulife Financial, Canada 2002–2004 AVP, Corporate Systems, Manulife Financial, Canada 2002 AVP, Technology Domain Lead & Engagement, Manulife Financial, Canada 2001 Early Career: Progressively responsible finance management positions with Microforum and Canada Trust.

BOARD POSITIONS

Chairman, Belgium Board of Directors, ING | Member, SLF and MFC Board of Directors Board of Directors, Thai-Canadian Chamber of Commerce | Board Trustee, International School of Milan

EDUCATION/CREDENTIALS & AFFILIATIONS

• Master’s of Business Administration – With Distinction WILFRID LAURIER UNIVERSITY | Waterloo, Ontario, Canada • Honors Bachelor of Business Administration WILFRID LAURIER UNIVERSITY | Waterloo, Ontario, Canada

CONTACT MILAN, ITALY | +39 344 0118720 | [email protected] | https://www.linkedin.com/in/blakehoffmann


https://www.linkedin.com/in/blakehoffmann


Mary Masterson 1836 Hilltop Road ▫ Greeley, CO 80278 ▫ 970.299.2771 ▫ [email protected] ▫ www.linkedin.com/in/marymasterson1

Senior Business & Risk Management Executive Strategic Leadership / Culture Change Management / Process Development / Operations & Project Management

Transformational leader who integrates siloed divisions and translates operational core values into refined processes to propel growth, realize multimillion-dollar savings, enable efficiency, and manage risk within rapidly growing companies.

Operations Leader: Build systems and processes to bridge current and desired culture, delivering tangible results.

Strategic Manager: Improve leading indicators of risk and drive efficiency through consistent training/onboarding.

Change Agent: Create competitive advantage, setting vision and leading execution as member of executive team.

Key Accomplishments:

▫▫ Cut $14M+ in operations costs and retained key accounts for growing energy services company. ▫▫

▫▫ Increased EBITDA 30% and tripled revenues, formalizing operations for oilfield services company. ▫▫

▫▫ Reduced insurance costs 30% as Director of HSE & Operations for food processing company. ▫▫

Industry Experience: Oil & Gas / Energy ▫ Transportation ▫ Manufacturing ▫ Electrical Design/Build ▫ Construction Expertise: Health, Safety & Environment (HSE) ▫ Worker’s Compensation ▫ Business Insurance ▫ Training & Coaching

Business Model & Operational Alignment ▫ Risk Mitigation ▫ Program Development ▫ Strategic Planning Professional Experience

Director, Safety ▫▫ Hexil – Loveland, CO (2016–Present)

Brought on to bolster expansion for structural steel company, spurring change and cultivating consistency in stagnant operation within corporate-level position while growing team from 8 to 12 to support business expansion.

Facilitated expansion into civil/industrial markets by creating programs, increasing sophistication of safety operations, and improving transparency through globalized safety across organization.

Fostered culture of zero incidents by designing OSHA voluntary protection program for mobile workforce and formalizing SOPs to improve reporting, processes, compliance, and efficiency.

Partnered with sales team to break into new markets with challenging customers, presenting at pre-bid meetings to become a trusted partner for critical customers.

Developed leadership opportunities for growing team, restructuring to stratify managers and build up leaders within nationwide team.

Vice President, Environmental Health Safety ▫▫ Noble Energy – Denver, CO (2014–2016)

Sought out by senior executive to transform operations culture for oilfield services company, setting vision for HSE management system that built capacity and marketability to diversify customer base while controlling costs.

Enabled revenue growth from $40M to $150M and EBITDA increase from 10% to 40%, leading without boundaries as executive team member and working across operation to bolster geographic and service line expansion.

Delivered key metrics to win larger-scale contracts by rectifying issues with the Department of Transportation and closing gaps in performance and reporting through strategic development of people, teams, and systems.

Increased productivity by integrating operations with improved HSE programs; developing policy, employee procedures, and training; and forging alliances with managers to influence organization-wide change.

Enhanced sophistication and automation of HSE management system, providing real-time dashboard for performance and improved document control.

Led new hire orientation development within e-learning environment, outlining operational expectations companywide while supporting expansion from 145 to 224 employees.


http://www.linkedin.com/in/marymasterson1

Mary Masterson Page 2 of 2 ▫ 970.299.2771 ▫ [email protected]


US Manager, Health Safety & Environment ▫▫ EnergyCorp USA – Denver, CO (2009–2013)

Recruited to facilitate growth of energy service company to 1,500 employees and $1B+ in revenue, influencing change across global operations. Negotiated and managed $5M+ in annual worker’s compensation/business insurance policies.

Delivered $14M+ in savings while creating a benchmarked risk management environment; developing unified vision for teams, business units, and corporate goals; and growing direct/indirect team from 6 to 16. Optimized efficiency across 11 districts by developing and implementing training programs and standards for 450

new hires annually, including retraining and driver qualification for 1,500 employees annually. Saved $12M+ in risk management and insurance costs over 4 years while driving EMR rate from 1.06 to 0.58. Realized $2M in savings over 3 years, leading division operational improvement and labor analysis initiatives. Salvaged non-renewable worker’s compensation carrier relationship by assembling client/broker/carrier team and

maintaining standard market insurance coverage, avoiding cost of entering excess and surplus (E&S) market.

Advanced customer relationships and revolutionized culture from highly reactionary to one of proactive measures, aligning operations with safety and cultivating employee engagement and accountability. Positioned HSE department as trusted advisors for operations leaders, providing reliable data that allowed

operating center and service line managers to understand contribution to losses/costs. Retained key account, responding to Shell failed audit in first 2 days on the job and negotiating resolution plan to

move from failing (red) to top scores (green) within 3 years. Improved audit scores from 70% to 97.5%. Reduced TRIR from 5.6 to 1.75 in 3 years, eliminated regulatory violations (OSHA, EPA, DOT), improved DQ file

compliance 98% through highly effective compliance team, and increased DOT CSA scores by an average of 30%. Turned around environmental (EPA) non-compliance issues, eliminating citations within 3 years.

Manager, Health Safety & Environment ▫▫ White Wave Foods – Longmont, CO (2008–2009)

Brought in during realignment of plant operations to direct HSE and operations team while improving safety record and controlling risk management costs. Led team of 10 HSE advisor doctors, nurses, and physical therapists.

Realized $6M+ in injury and litigation costs and lowered worker’s compensation 30%, creating bipartisan safety culture between HSE and operations to achieve OSHA VPP compliance. Focused siloed 3rd-party administrator and legal counsel on closure of 11 high potential claims/litigation. Attained zero injury rate during production operation relocation while aligning operations and construction crews

with hazard risk assessments and workflow planning. Negotiated with local authorities for rezoning and traffic pattern changes and closed longstanding fire code

violation without citations, resulting in $750,000 in savings.

Senior Risk Management Consultant ▫▫ Pinnacle Insurance Partners – Denver, CO (2005–2008)

Acted as trusted advisor for business executives in strategic planning, administration, and performance of safety and risk management, analyzing operations to design and negotiate risk mitigation and exposure reduction programs. Cemented key client accounts and reduced risk exposure, designing programs that delivered cost-effective, right-

sized solutions and enhancing safety awareness by publishing articles and developing training materials.

Director of Safety ▫▫ Alpine Electric – Fort Collins, CO (2001–2005)

Directed new hire initiatives, risk management solutions, and tactical programs to drive productivity increases and environmental safety for this full-service electrical design/build firm specializing in construction and maintenance. Reduced fines 60% by leading responses to OSHA inspections and negotiating OSHA citations.

Education

Bachelor of Science, Civil Engineering, Colorado State University, Fort Collins, CO



Mary Masterson LinkedIn Profile

Headline Health & Safety Executive ➤ Integrate Safety, Operations & Training ➤ Catapult Biz Growth Through Efficiency

Summary A “we over me” approach is something I strive for as a leader, employee, husband, son … In life and in business, it has helped me and the teams I’ve led to grow larger than obstacles and have the flexibility to adapt. My path has been rocky – I’ve led business recoveries in downturn markets (construction and energy), and somehow managed to move my career forward amid the volatility by adapting to new market sectors. Thankfully, I appreciate sampling things in life! With more than 17 years of leadership experience in operations and risk management, I have had the opportunity to strengthen or develop policies, programs, and systems that transform organizations. Through humility and common vision, I’ve broken down silos between safety and operations in every company I’ve served, leading businesses to deliver services with operations efficiency, performance transparency, and minimal incidents. I’m most proud of the efficiencies realized by alliances made across operational departments, the talented teams I have had the opportunity to lead, the innovative training programs developed with these teams, and the risk management systems that saved millions in operational costs. When I’m not solving operations problems, you can find me riding horses in the mountains, working cattle, hunting, fishing, and taking the time to enjoy sunrises and sunsets. ➤ If you are a fellow safety aficionado, a former colleague, or a kindred cowboy poet, feel free to reach out and connect here on LinkedIn. Experience Title: Director, Safety ➤ Facilitate Expansion | Increase Safety Sophistication | Improve Global Transparency Description: It is never easy to fill the shoes of someone with a 20+-year tenure. Add that challenge to Hexil’s aggressive goals to expand into new markets, and there wasn’t a dull moment in this job. OPERATIONS I started where I always start, making operations more consistent and sophisticated, formalizing SOPs, and improving reporting, processes, compliance, and efficiency. ➤ The transformation: We fostered a zero-incident culture, achieved partially through design of an OSHA voluntary protection program for LPR’s mobile workforce.


LEADERSHIP As the business expanded, so did the safety team, and it was a pleasure to bring on new talent and grow the existing talent – overall growing the team from 8 to 12. ➤ The transformation: I restructured the department to create opportunities and developed leaders within the nationwide team. BUSINESS DEVELOPMENT As a member of the leadership team, I worked across the organization to realize the overall expansion goals – penetrate the civil and industrial markets. ➤ The transformation: When the sales team met with challenging customers, they brought me along to present – showing the safety and operations integration was key to earn trusted partner status and win sales.


Nicholas Theobald Global CEO | President Wassenaar, The Netherlands Innovative Strategy +31631979067 | [email protected] Large-Scale Change Leadership https://nl.linkedin.com/in/nicholastheobald

GLOBAL SENIOR EXECUTIVE | STRATEGIC, VISIONARY CEO | DECISIVE LEADER

Transformational leader with proven success driving top- and bottom-line growth in developed and emerging markets globally. Genuine passion for developing talent, relationships, and business.

Catapulted Riwal revenues 30.3% to €234M in 2015, delivering best corporate results since its founding in 1968. Expanded Riwal globally—300% growth India, 200% in UK, more than 30% in Poland, the Netherlands, and Germany. Led Hertz Equipment in Europe and the Middle East, developing several of the company’s most profitable operations.

Go-to-Market Strategies | M&A and Integration | Talent Recruitment and Development Global Market Expansion and Team Management | Turnaround and Transformation | French/English Fluency

Business and Sales Development Training: Sales Fundamentals, Value Selling, and Application Knowledge

EXECUTIVE CAREER & ACHIEVEMENT HIGHLIGHTS RIWAL HOLDING GROUP | Dordrecht, The Netherlands Mar. 2012–Present €230M+ international equipment rental and sales company • 6 direct reports, 1,525+ indirect CHIEF EXECUTIVE OFFICER

Recruited to lead organizational transformation, turn around faltering operations, revitalize revenue performance, and direct strategic vision of company growth through global expansion. Devised and implemented long-term strategic plans for established and emerging markets. Led expansion in 16 countries in Europe, Middle East, and India. Instituted sustainable network-wide communications and programs to cultivate high-potential talent. Built industry exposure via keynote addresses at global events and broad media coverage. On Board of Directors, chairing its meetings.

Financial Performance Increased revenues 30.3% from 2011 to 2015 (€179.7M to €234.2M), delivering 30%+ EBITDA

margin and increasing ROCE from 1.5% to 9.0%. Rose to #1 in the industry in the Netherlands, Poland, India, Croatia, Slovenia, Denmark,

Kazakhstan, UAE, and Qatar; #3 in France. In post-financial crisis, improved cash management, pulled company out of bank’s special credit

department, strengthened balance sheet, renewed Senior Credit Facility from €165M to €220M, and ultimately strengthened credit to Dunn & Bradstreet’s highest rating.

Business Strategy, Expansion & Diversification Consolidated management of organizations in 16 countries under “One Riwal,” navigating from legacy minority shareholders. Established the group’s Vision, Mission, Values, Strategies, Objectives, and Action Plans within the first 2 months and put in

place monthly reviews to drive execution and deliverables. Architected global relationships, acquisitions, and multi-year agreements, leading negotiations resulting in such successes as:

— €8M contract with Mammoet Cranes in Australia. — €500K project in The Dominican Republic. — €1.2M license through service/maintenance company in UAE that enables access to gas/oil fields. — €1.5M 50-machine project with High Load in South Korea; €3M British Airways contract near closure. — €7M contract with KLM Airlines in The Netherlands.

Innovated strategic, green solution to deliver customized 80-foot access machinery supporting alliance with KLM Airlines. Oversaw 5-month engineering conversion of diesel equipment to world’s first 26-meter 100% battery/electric quiet machine.

Closed underperforming Brazil units and repositioned UAE operations away from power generation to focus on lift business. Steered group through compliance crisis in UAE. Implemented corporate governance.

Operational Improvement Conceived and launched “The Riwal Way” to deliver the industry’s best customer experience across the entire organization.

— Redesigned top 12 value-driving processes and spearheaded development of TRW curriculum based on Lean methodology. — Championed use of value-driving KPIs and monthly business review scorecards. — Launched first Kaizen in 2013 and subsequently rolled out 100+ weeklong Kaizen events in 16 countries.

Set the gold standard in customer service and reduced down time in field from industry average of 1+ days to 3.5 hours. Devised aggressive “6 for 6” program (one strategic action each of 6 weeks) to spur recovery from difficult winter in 2013.

Achieved rapid performance turnaround and established ongoing best practices. Earned European Rental Association (ERA) 2015 Large Rental Company of the Year award.


https://nl.linkedin.com/in/norty-turner-6a738316

Nicholas Theobald | +31631979067 | [email protected] pg. 2


HERTZ EQUIPMENT RENTAL CORPORATION | Raleigh, NC, USA 1995–Dec. 2011 $1B+ international construction equipment rental and sales company VICE PRESIDENT & GENERAL MANAGER, HERTZ EQUIPMENT, EMEA, India (2008–2011) PRESIDENT, HERTZ EQUIPMENT, France (2008–2011, concurrent with VP/GM)

Promoted to turn around underperforming operations, build talented management team, and envision/lead strategic growth plan. Oversaw P&L for 3 corporate entities, $132M in revenues, and team of 660 employees across 73 locations. Reported quarterly results to CEO. Oversight included HERC France, HERC Middle East, Hertz Energy Services business units, and franchises in Denmark, Norway, Greece, and Portugal. Defined and executed business diversification strategy. Launched expansion into power generation with new division of Hertz

Energy Services; oversaw acquisition of power generation target in Spain (2009). Captured $1M incremental revenues in first year of launching new business line providing industrial services in France. Attained 18% growth via a general rental program in France that diversified client base and fleet offerings. Slashed costs across the board and optimized overall performance through process improvements organization-wide. Launched what became Worldwide Hertz Equipment’s most profitable company in Saudi Arabia in a 2010 joint venture:

Generated 58% financial utilization and 90% time utilization. Established new format franchise for Afghanistan: Created platform positioning Hertz to pursue U.S. Dept. of Defense contract

opportunities. Negotiated franchise agreement with UAE-based conglomerate, Al-Futtaim, producing 5% fee on all revenue. Laid out the strategy and then identified, evaluated, and pursued targeted acquisitions/JVs/franchise development throughout

Greater EMEA. Continued strategic initiative rollout of 60 general rental locations in France, increasing revenues by 20%. Led targeted improvement plan that yielded a 60% year-over-year profit improvement.

PRIOR HERTZ HIGHLIGHTS

Region Manager, Operations, Carolinas (2007–2008)—Implemented Lean principles-based improvement process and built the most profitable region in the company (31% pre-tax income profit margin on $82M revenues).

Zone Manager, Operations and Sales, Carolinas (2001–2007)—Promoted into specially created role and attained highest pre-tax income margin of any zone company-wide for 4 straight years.

Branch Manager, Raleigh, NC (2000–2001)—Delivered highest pre-tax income margin (30%) of all Hertz branches worldwide. Boosted pre-tax income 16% in 1 year.

Region Sales Director, advanced from Sales Representative (1995–2000)—Achieved #1 ranking in equipment sales gains, #2 in total revenue generation in Southeast Region.

EDUCATION & PROFESSIONAL DEVELOPMENT

Master of Science in Management (2000) | North Carolina State University, Raleigh, NC Bachelor of Arts in Psychology (1994) | University of North Carolina at Chapel Hill

Leadership Best Practices Executive Program, Harvard University, Cambridge, MA (2015) Orchestrating Winning Performance Executive Program, IMD University, Lausanne, Switzerland (2010)

MoreSteam Green Belt Certification Program: Certified Six Sigma Green Belt (2010) Senn Delaney Cultural Transformations (2009)

Decker Communications Presentation Skills (2009) | Hertz Leadership Development Courses

AFFILIATIONS

Board of Directors, International Power Access Federation (IPAF)—Oversee governance, strategy, and CEO performance for global organization promoting safe/effective use of powered access equipment (2013–Present).

Advisor and Assistant Coach, American School of the Hague/Community Center (2012–Present). Competitor/Team Leader, Alpe d’HuZes—Rallied 20+ Riwal employees for annual cycling/running/walking event across a

Tour de France peak. Achieved top-50 finish in 2015 and climbed up/down mountain 4 times in 2016; team raised €70,000 to support people living with cancer. Personally raised €11,500 and led the team to raise >€119,000 in 2016.



LINKEDIN HEADLINE Global Senior Executive | Strategic & Visionary Chief Executive Officer | Decisive Leader | Turnaround & Transformation SUMMARY Global Leadership * Growth Strategy * Expansion & Diversification * Business Development & Sales * Talent Recruitment & Development * Go-to-Market Strategies * M&A & Integration * Consistently driving value and delivering profitability—with passion. * Producing exceptional results across every performance measure. * Crystallizing mission and vision while empowering teams to go to extraordinary lengths to exceed customer expectations. These are just some of the factors that have helped to contribute to results I’ve delivered throughout my career as a CEO and President. * * * * * In my first job out of college, I can still recall the surge of energy and excitement I felt when I closed my first cold-call sale at the end of the day. It was an inspiring moment, and I’ve never looked back. Nowadays, as CEO of Riwal, a €230+ million international equipment rental and sales company, I feel the same energy and motivation from doing the work and getting the results—although the challenges are much steeper, the processes more complex, and the stakes much higher. Recently, for example, we led Riwal to its best financial results in more than 40 years by leading large-scale change across the global enterprise. We tackled everything from long-term strategic planning (leading to diversification and expansion) to the nitty-gritty of customer service (where we set the gold standard through “The Riwal Way” program that we launched across the 16-country enterprise). Previously, during 17 years with Hertz Equipment Rental in the US and EMEA, I developed several of the company’s most profitable operations and devised strategies that opened up new markets and lucrative opportunities. What hasn’t changed over the years is the approach that I bring to every challenge: confidence, conviction, and contagious enthusiasm. As a leader, I share my vision for what we can be and invest in the people, processes, and resources to make that vision a reality.


EXPERIENCE

RIWAL HOLDING GROUP

Dordrecht, The Netherlands Mar. 2012–Present Chief Executive Officer I was recruited to lead organizational transformation, turn around operations, improve revenues, and direct the strategic vision of company growth through global expansion in 16 countries throughout Europe, Middle East, and India. €230M+ international equipment rental and sales company • 6 direct reports, 1,525+ indirect Select achievements include: * Increased overall revenues 30.3% from 2011 to 2015 (€179.7+ million to €234.2+ million), driving 30.7% increase in rental revenues and 52.7% increase in sales revenues while yielding gross margin growth and EBITDA of 30%. Boosted Return on Capital Employed to 9.0% from 1.5% over last 4 years. * Drove industry prominence, advancing market leadership to rankings of #1 in the Netherlands, Poland, India, Croatia, Slovenia, Kazakhstan, and Denmark; #3 in France; tied for #1 in UAE and Qatar. * Implemented long-term strategic equipment rentals/sales and distribution plans for both established and emerging markets. * Architected global relationships, acquisitions, and multi-year agreements, leading negotiations resulting in many successes. * In post-financial crisis, improved cash management, pulled company out of bank’s special credit department, renewed Senior Credit Facility from €165M to €220M, and ultimately restored credit rating to Dunn & Bradstreet’s highest level. * Led navigation from legacy minority shareholders to One Riwal, successfully building consensus and consolidating management of organizations in 16 countries under one helm over 2 years. * Conceived and launched sustainable program delivering the industry’s best customer experience across the entire organization: “The Riwal Way” (TRW) incorporating KPIs, Kaizen events, a TRW Dashboard, and Scorecards. * Earned European Rental Association (ERA) 2015 Large Rental Company of the Year award (selected from large, highly competitive field).


Nicholas Theobald Global CEO | President Wassenaar, The Netherlands Innovative Strategy +31631979067 | [email protected] Large-Scale Change Leadership https://nl.linkedin.com/in/nicholastheobald

Dear Executive Recruiter: Consistently driving value and delivering profitability—with passion. Producing exceptional results across every performance measure. Coalescing mission and vision while empowering teams to go to extraordinary lengths to exceed customer expectations. These are just some of the driving factors contributing to my success throughout my career as a CEO and President. Executive capabilities and performance highlights transferable to your clients’ organizations include: Spearheaded precision-targeted initiatives that delivered exceptional results—increasing Riwal revenues 30.3% over

last 4 years while growing rental business margins by double digits. Designed and launched innovative sales development training—rolling out concepts of value selling as part of The

Riwal Way (TRW). Clearly communicate benefits and drive value for customers, delivering the best customer experience and on-time delivery >98%.

Instituted weekly KPI measurements and reviews as well as unique scorecard that keeps focus on all core disciplines, enables immediate fine-tuning, and ensures proactive decision making.

Championed Riwal’s global expansion—establishing a leading market presence in more than a dozen nations in Europe, the Middle East, and India.

Rapidly advanced across 17-year career with Hertz Equipment to lead operations as President (France) and VP/GM (EMEA). Managed $132M in revenues, turned around underperforming organization in Europe, rolled out new franchise model, boosted revenues 20%, and improved profit 60% YOY.

Complementing my leadership record are qualities recognized by my direct and indirect reports: confidence with conviction … a contagious enthusiasm … a passion for cultivating a culture of positivity that empowers the organization and its members … a highly visionary and strategic approach to business management and growth … and a style that builds shared accountability while fostering a high level of engagement. Professional development programs continue to keep my skillset sharp and augment an M.S. in management and a B.A. in psychology. I’d value the opportunity to hold a confidential discussion about your clients’ senior executive requirements and how my brand of organizational transformation and leadership might represent the right fit. Thanks for your consideration. Sincerely, Nicholas Theobald


https://nl.linkedin.com/in/norty-turner-6a738316


JASON DARR – MBA, FACHE [email protected] | 789-842-8345

Senior Healthcare Executive Business Development | Finance & Operations Leadership | Organizational Governance

Combine healthcare governance and medical industry business development experience to guide transformation while ensuring mission integrity, developing and maintaining organizational alignment in periods of disruptive innovation.

Drive profitable growth through strategic leadership, continuous quality improvement, and stakeholder relationships. Recruit top talent, inspire employees and communities toward aspirational goals, and develop future leaders.

Key Wins: Increased revenue 3.8%, operating margin 3.7%, and stock valuation 30.9% in 3 years as ED for LabCorp. Pioneered branding strategies, revenue streams, and partnerships to solidify LabCorp’s position in shifting market. Grew margin contribution $120M+ for Covidien, opening and quickly gaining leadership in new markets. Captured opportunities and mitigated risk by integrating teams after $1B Covidien acquisition. Led multiple business unit/market turnarounds for Covidien, earning numerous leadership awards.

Career Highlights LABCORP, San Diego, CA 2014 to Present

Executive Director, Commercial - $525M P&L | 74 sales executives | 2,100 operations/technical staff

Led 7 sales/operational directors in transforming California and Nevada organizations for $6.8B provider of diagnostics information services, creating stability to turn data into insight and action that transforms lives across communities.

Beat key competitor in responding to market shift. Accelerated growth by combining physician, hospital, and specialty sales teams, aligning clinical portfolios to

boost collaboration, identify more opportunities, and execute proposals. Strengthened brand loyalty, directing rebrand from market definition, to

restructuring programs, to improving public health knowledge. Solidified exclusive partnerships with Kaiser and Dignity Health, acquiring

lab outreach business and expanding testing services and productivity.

Improved quality, productivity, and performance. Laid foundation for global access to patient results while achieving significant labor savings, increasing compliance

management and billing integrity while consolidating Sacramento and San Jose sites.

Enabled $4M in operational savings by inspiring team to complete stalled 5-year lab system conversion for 75,000 clients, enhancing client reporting and data standardization.

Invested in leadership team by introducing individual development plans for all direct reports, opportunities in expanded roles, and routine leadership meetings focused on leading change and continuous improvement.

COVIDIEN, Jersey City, NJ 1988 to 2014

Zone Director, Commercial Operation (2009−2014) - $475M P&L | 29 Sales/Service Directors | 475 Employees Western Area Sales/Service Director (2006−2009) - $297M in Sales | 23 Sales/Service Managers I 325 Employees

Promoted to direct sales/service organization and market development for all products in 17 states for $2.73B manufacturer of biomedical testing healthcare devices. Provide executive leadership.

Accelerated revenue growth rate from 2% to 9%. Achieved consistent #1 ranking for customer satisfaction, retention, and loyalty by developing customer

satisfaction lead measures and restructuring service leadership team.


JASON DARR | [email protected] | 789-842-8345 Page 2

COVIDIEN, CONTINUED


Increased employee retention rate to 95% and improved performance management systems, inspiring teams to deliver results during consolidation of 3 territories.

Grew market share from 30% to 65% and bolstered clinical systems and automation sales, hiring top talent and cultivating sales/service synergies.

Regional Sales Manager, S. CA (2001−2006) | Regional Sales Manager, New York, NY (1998−2001)

Tapped by executive team to restore growth in Southern California following $1B acquisition. Restructured sales territories, improved training, and directed sales team achievement of financial objectives.

Grew sales 90+% from 1996 to 2003 while increasing profit margins. Won 7-year Kaiser lab equipment agreement and achieved #1 market share in Southern California. Saved California taxpayers $20M and Covidien $2M by uncovering and eradicating business fraud. Earned Inner Circle management award (1996, 1999, 2000, and 2002) for outstanding leadership. Restructured and redeployed multiple sales teams; recruited and developed top sales leadership talent. Honored with special Director’s Achievement Award for outstanding business recovery.

Early career at Covidien: Senior Field Service Engineer (1988−1991) and Senior Account Sales Consultant (1991−1998). Earned Inner Circle Awards (1991, 1993, and 1994) and Sales Rep of the Year (1993). Education & Professional Development

MBA (2005) & BSBA (2004) | University of Colorado, Boulder, CO

Six Sigma Green Belt Quality Certification, UCLA | Corporate Governance Certification, USC and UCI Board Certified Healthcare Executive – Fellow of American College of Healthcare Executives

Board Leadership

Board of Trustees Member, American Hospital Association | Starting 2017 Recently nominated and appointed to the Board of Trustees for the American Hospital Association. Member, Office of Health Equity Advisory Committee, Colorado Department of Health | 2016 to Present Provide recommendations and serve in advisory capacity for the Office of Health Equity. Chair, Governance Forum, Colorado Hospital Association (CHA) | 2016 to Present Develop hospital trustee involvement in advocacy and provide input to policy development. Develop trustees and provide governance education, enhancing communication and trustee engagement within CHA's initiatives. Chair of the Board of Directors, University of Colorado Health | 2015 to Present Lead governance redesign planning and population health metrics, measures, and expectation scenario analysis for $3.4B nonprofit regional healthcare delivery network with 2,700 physicians and 13,000+ employees in 50+ facilities. Oversaw culture/branding transformation and approval of first Regional Integrated Strategic Plan and Budget.

Member, Committee on Governance, American Hospital Association (AHA) | 2015 to 2017 Engaged trustee involvement in grassroots advocacy, provided input to national policy development, and enhanced communication to gain national trustee perspective for AHA initiatives. Chairman, Board of Trustees, Poudre Valley Hospital (Part of University of Colorado Health) | 2012 to 2015 Provided leadership for CEO selection process and establishment of mission, vision, and values for 415-bed hospital served by 3,625 employees and 961 physicians. Approved strategies and annual budgets, led board development, and monitored results for compliance with clinical quality, financial, and regulatory objectives.



JASON DARR – MBA, FACHE [email protected] | 789-842-8345

Senior Healthcare Executive

Healthcare System Governance | Medical Industry Business Development Turnaround | M&A Integration | Talent Restructure | Technology Evolution

Meeting disruptive innovation head-on while fostering mission integrity.

As a medical industry executive and leader within the healthcare sector, Mr. Darr has repeatedly driven transformation. He has turned around revenue and operations, spurring technology integration and focusing teams on value and quality service to patients, physicians, and consumers. Mr. Darr most recently led technology innovation to enable global patient result access while realizing $50M in operational savings for LabCorp, where he serves on the executive team. His teams delivered more than $100M in revenue growth, setting the vision for restructuring the organization and refining business development processes that resulted in key strategic partnerships. Prior to joining LabCorp, Mr. Darr had a long career at Covidien, a $2.73B medical device company. Rising to an executive level in the commercial operations team, he pioneered systems, restructured teams, captured opportunities to grow margin contribution $120M+, and shepherded integration after a $1B integration. Driven to improve healthcare access and outcomes across the community, Mr. Darr has balanced his business endeavors with service to regional healthcare systems and professional associations. Currently, Mr. Darr serves as Chair of the Board of Directors for University of Colorado Health where he leads governance, planning, and metrics initiatives for this $7.4B nonprofit regional healthcare network. Mr. Darr also serves as Chair for the Colorado Hospital Association (CHA) Governance Forum and a member of the America Hospital Association Committee on Governance, working to education and engage trustees in advocacy. He was integral to developing the AHA Committee on Research (COR) /Committee on Performance Improvement (CPI) report. Previously, as Chairman for the Poudre Valley Hospital Board of Trustees, Mr. Darr managed a time of transition for the 415-bed hospital by providing leadership for the CEO selection process and establishment of the mission, vision, and values. He oversaw budget approval, board development, and results for compliance with organization objectives. Mr. Darr is Board Certified in Healthcare Management as an American College of Healthcare Executives Fellow. He earned an MBA in Finance from University of Colorado, a Lean/Six Sigma Green Belt, and corporate governance certifications from the UCLA and Forum of Corporate Board Directors and is a Boardroom Bound - Boardology™ Institute graduate. Health Insurance Agent CO License.



Headline: Executive Director, LabCorp; Chair, University of Colorado Health Board of Directors ➙ Leadership, Governance, Development, Finance Summary: I have spent my career in executive and board leadership within healthcare striving to make a difference in our communities, advance healthcare transformation, expand access, and improve the quality of care. After beginning my career at Spanner Health System in southern New Jersey managing biomedical services, I held a long career at Covidien, a global $60B medical device provider. My legacy there included strategic business growth, innovation, talent management, quality improvements, systems engineer, and creating a continuous improvement mindset across a multicultural team. I currently serve as Executive Director at LabCorp, a $6.8B provider of diagnostic information to advocate for better health. Through technology innovation and commercial deployment, my team inspires providers and healthcare systems to empower better health. Most recently, I have been honored to be appointed as a Board of Trustees Member for the American Hospital Association, and I continue to serve as a member of the Board for University of Colorado Health, leading governance, planning, and metrics initiatives for a $3.4B regional healthcare network. My additional healthcare leadership roles include Chair for the Colorado Hospital Association (CHA) Governance Forum, a member of the Office of Health Equity Advisory Committee for the Colorado Department of Public Health, and previous service as Chairman for the Poudre Valley Hospital Board of Trustees and Poudre Valley Hospital Board of Directors. Qualifications: ➙ Board Certified in Healthcare Management ➙ Fellow, American College of Healthcare Executives ➙ MBA & Lean/Six Sigma Green Belt ➙ Certified in Population Health Management ➙ Corporate Governance Certifications


QUESTIONS TO CLARIFY BRAND Defining the target audience and their pain:

• What companies/industries are you targeting? • What is most important to them when hiring someone in your position? • What value does your position bring to their business? • What do you know won’t be happening or happening well when this position is vacant? • What are the challenges facing the employers and/or industry you are targeting? Have you faced

these challenges in the past? Eliciting the client’s unique promise of value:

• What do you do better than anyone else? • What is unique about how you do what you do? • What do others tell you is your greatest strength? What words do they use to describe you when

they introduce you to others? • What are the most powerful pieces of feedback you’ve received in your career? What are the themes

in what people have said about you in reference letters or LinkedIn recommendations? • What is your favorite part of your job? • What does your team come to you for on a regular basis? • What are you most proud of? • How would you describe your influence among your peers and team? How would you describe your

influence on those of higher rank within the company? • How have you demonstrated leadership within your industry? Have you presented at industry

conferences, written white papers, sat on committees?

QUESTIONS TO ASK

General Questions About The Company • What is the company’s primary line of business? • What are its annual revenues, and have those revenues increased during your employment? • What markets or customers does the company service/supply/support? • Is the company local, regional, national, or international? • How is your current company faring in the market today? What about their perception in the market?

What is the company known for? How has this changed during your tenure? What has your role been in this change?

General Questions About The Position • What is your position scope; specifically, the daily business functions for which you are responsible? • Do you have any management responsibilities for personnel, projects, functions, organizations,

revenues, profits, or anything else?


• Have there been any particular challenges associated with your position? • Have there been any specific opportunities associated with your position? • Where you promoted from one position to another? How quickly? Based on anything in particular? • Do you have budget or any other type of financial responsibility? • What other departments or organizations do you “touch” as a routine part of your job?

Questions About Making Money • Did the company’s revenue increase during your tenure? If so, by what percentage? • Would you say that the increase was average, above average, or phenomenal? • Did you help impact (directly or indirectly) that increase? How? • How did this accomplishment relate to the sales goals for the organization? • How did the company rank in comparison to other branches or to other competitors? • Did market share increase? Were you directly or indirectly responsible or contribute in any way?

Questions About Saving Money • Did you have access to expense numbers? • Did you suggest any ways to cut costs in your team, department, unit, branch, or company? • What were the before and after numbers or percentages of the savings? • Was the savings significant in comparison to the total budget? • Did the savings give your or the company at a competitive advantage? If so, how and what was the

final result?

Questions About Saving Time and Improving Productivity and Efficiency • Was there a reduction-in-force while you were there? Or, did you find yourself managing the work

previously done by more than one person? • Can you tell me about any tasks that used to take a lot longer to accomplish and what you did to

streamline the process, function, or activity? Was the savings sustainable over time? • What part did you have in reducing the time to complete these tasks? • Did you regularly meet all your deadlines?

Comparisons • Comparisons with your past performance • Comparisons with competitors • Comparisons with the industry average • Comparisons with the company average • Comparisons with your predecessor in the position

Questions About Performance and Overall Qualifications: • What are you most proud of? • What did supervisors compliment you for? • What do your performance evaluations say? • What were your performance goals? Did you meet them? Exceed them? How does that compare to

(see comparison questions above)?


• What are you known for? • What do you do that others can’t or don’t do? • What would “fall apart” or “slide downhill” if you weren’t at your job for a week? • What did you do that saved the company money or time? • How did you contribute to the bottom line? • Where you the first, best, or most effective in any particular function or organization?

Additional Questions to Ask Your Clients

• What problems did she encounter and how did she overcome them? • How did he make that company better – stronger, more competitive, more efficient, more profitable? • How did she benefit co-workers and customers? • What ideas did he come up with, and what were the benefits? • How did she save money, cut costs, improve productivity, increase efficiency … and by how much?

Resume Writers’ Secret Room: www.resumewritingacademy.com/secretroom

SAMPLE QUESTIONNAIRE

Name:

Address:

City: State: Zip:

Phone: Email:

Personalized LinkedIn URL:

Willing to relocate? YES NO Willing to travel? YES NO

Please answer the following questions as completely and accurately as possible. Not all questions may apply to you. If they do not apply, mark them N/A. Use additional sheets if necessary. Position/Career Objective: List top three job title choices in order of preference:

1.

2.

3.

Is this a career change for you? Yes ( ) No ( )

Long-Range Career Goals

http://www.resumewritingacademy.com/secretroom


Purpose of Resume

Briefly summarize your experience in this field (include number of years, career advancement, etc.):

What are your specific areas of expertise, technologies, etc.?

What skills/experience do you possess that you want to highlight? What skills, experience, or qualifications do you

possess that are different from your peers who may apply to the same position?

Current Salary: Expected Salary:

Education (list all degrees, certificates, diplomas received, dates received, school or college, and location of school or college). Please begin

with the most recent and work backwards. College/Univ: City/State:

Major: Degree: Year GPA:

Honors:

College/Univ: City/State:

Major: Degree: Year GPA:

Honors:

Relevant courses/seminars/workshops: (include names, dates, place, sponsoring organization, etc.)

Certifications


Professional Licenses:

Military: (include branch of service, locations, position, rank achieved, years of service, honorable discharge, key accomplishments, special

recognition, awards, etc.).

Professional Organizations/Affiliations: (include offices held)

Publications / Presentations: Title / Periodical / Location / Date

Computer Skills: (include hardware, operating systems, software, Internet, e-mail, etc.)

Foreign Languages: (fluency — verbal/written)

Hobbies:

Community Activities (name of organization, years involved, positions held)


Use the following pages to describe your work experience. As you consider each position, ask yourself: "How is this company better off now than when they hired me?” For example, did you increase sales? If so, by what percentage or amount? Did you generate new business, bring in new clients, or forge affiliations? Did you save your company money? If so, how much and how? Did you design and/or institute any new system or process? If so, what were the results? Did you meet an impossible deadline through extra effort? What difference did this make to your company? Did you bring a major project in under budget? How did you make this happen? How were the dollars you saved used? Did you suggest and/or help launch a new product or program? If so, did you take the lead or provide support? How successful was the effort? Did you take on new responsibilities that weren’t part of your job? If so, did you ask for the new projects or were they assigned to you? Did you introduce any new or more effective techniques for increasing productivity? Did you improve communication? If so, with whom and what was the outcome? How did your company benefit from your performance?

Begin with present employer / project — include self-employment, military, and volunteer or unpaid work if it applies. List different positions at same company as separate jobs.

Name of company:

City/State: Dates of employment:

Your title or position:

Who do you report to (title)? Number of people you supervise:

Their titles or functions:

Briefly describe the size of the organization (volume produced; revenues; number of employees; local, national or

international?, etc.)

What it is that they do, make, or sell?

Where do they rank in their industry in terms of their competitors?

How has the company/division changed during your tenure? Expansion? Restructuring? What challenges did this

pose for your work? How did you meet them? What were the results?

Briefly describe your duties, responsibilities, level of authority. Use numbers (size) and percentages, quantify

budgets, state with whom you interacted, etc.

Why were you hired (or promoted or selected)? What was going on at the company? Was there a particular

challenge or problem you were brought on to solve? Did you have specific performance measurements? If so, please

describe them as specifically as possible. Where was the company headed? Why did they need you?


What formal or informal awards or recognition did you receive?

Describe 4-6 accomplishments in this position. See the questions at the top of the previous page to guide you in

telling your accomplishment stories. Give facts and figures whenever possible.

Previous Employment: Name of company:

City/State: Dates of employment:

Your title or position:

Who did you report to (title)? Number of people you supervised:

Their titles or functions:

Size of the organization:

What it is that they do, make, or sell?

Where do they rank in their industry?

How has the company/division changed during your tenure? Expansion? Restructuring? What challenges did this

pose for your work? How did you meet them? What were the results?

Briefly describe your duties, responsibilities, level of authority, etc.

Why were you hired (or promoted or selected)? What was going on?


What formal or informal awards or recognition did you receive?

Describe 4-6 accomplishments in this position. See the questions at the top of the previous page to guide you in

telling your accomplishment stories. Give facts and figures whenever possible.

For the following categories, consider your entire work history. Personal Strengths:

Achievements (your greatest accomplishments in the workplace / school / community):


Additional Questions for LinkedIn Profile Development Unlike a resume, on social media people expect you to share information about your personal and professional self that goes beyond facts and figures. Your personal brand is constructed by telling your story in an accessible voice (like you were talking to someone on the street) so people can relate to you, learn more about you, and initiate a connection. Every question is optional and there are no right or wrong ways to answer the questions. You do not need to answer every question unless you want to. Just answer those that “speak to” you and that you are comfortable answering—please don’t include information that would be uncomfortable for you to talk about at a dinner party, for example. Who has impacted your life in a significant way? Your children? A significant other? Relatives? Friends? Teachers? What are a few surprising facts about you? When you think about your profession and overall career, what particular events or circumstances have contributed to it? What difficult/challenging circumstances have you overcome to get to where you are today? Do you have a before and after story? What is your passion in life? What gets you up in the morning? What drives and motivates you? What can you do that others with the same title can’t or don’t do as well? What do you believe are your true talents or natural gifts? Where do you volunteer or donate your money? What are your oddball and/or hardcore hobbies? What are your obsessive interests? What do you do just because it makes you smile? What do people know you for? What do people ask for your advice on? Why did you get in to this line of work? What drew you to it? Take me back to the beginning of your fascination with ______ (bugs, helping people, airplanes, etc.). What do you take pride in at work? What do you want to be known for? Why are you good at what you do? How do you do things differently than your peers? Who has contributed to your story the most? Coworkers? That one teacher in middle school? What lesson did you learn from them? What have you overcome to get to where you are today? What about you would most people at work not know? What would surprise them?


Do you have a hobby or something that occupies your time outside of work (playing tennis, building models, etc.)? How does that contribute to who you are or what is it an outlet for? What gets you up in the morning? What motivates you? What do you lose track of time while doing? When do you feel the most alive at work? Outside of work? What have others told you are your natural talents or gifts? Do you have a mantra? What is your _________ (leadership/teaching) philosophy? How do you see the world? What causes are you passionate about (i.e. hunger, peace, homelessness)? What would other people say are your strengths? What do they ask for your advice on? What award, recognition, or promotion are you most proud of? Why? Who do you admire? What qualities do you admire about them?

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