Jason Gscheidmeier Email & Phone Number

Hickory-Lenoir-Morganton-Marion Area

Helping people unlock the greatness in themselves and their organization is a blessing and my calling. As a Vistage Chair, I help serve and guide CEO’s/Presidents/Business Owners/Executives using a non-competing peer group, where collectively:• best practices and learnings are shared,• challenges divided,• and individual and collective growth happens.Vistage is a 45,000 worldwide CEO/Executive/Owner member organization that utilizes a peer-based growth model where small group member’s:• Share best practices and challenges,• Advise, problem solve, and support each other (a friendly board of directors),• Learn from Vistage sponsored speakers who are national leaders in their field,• Have access to online member communities where niche info can be requested and shared,• Have a safe and unbiased place to think through their biggest challenges and opportunities. These small group engagements and friendships foster transformational personal and professional success. As a former member, I have firsthand experience in the power and rewards of this environment.These models and practices work. Vistage members grow on average 2.2x more than non-members, even in challenging times like COVID. As a Chair, my role is to understand you, your business, its needs, the challenges, your desires, and guide you to connect with, and learn from, Vistage’s resources and your peers. I will work hard to plan and facilitate productive and rewarding engagements and coordinate relevant guest speakers. My promise is to be there, by your side, as a trusted resource, as you and your peers navigate a journey to greatness.

Hickory/Lenoir, North Carolina Area

Across my decade of leadership at von Drehle, I played a pivotal role in fueling 89% revenue growth. As the COO, I headed the enterprise operations strategy, plan, budgets, and 15-member leadership team managing ~680 employees.► To drive executive team impact, I aligned sales, marketing, IT, and operating strategies and advanced leadership capabilities through market, customer, and competitive intelligence; new operating plans and budgets; quality management systems; sales strategies for key customers; and excellence programs. I also steered the articulation of employee-driven talent identification, development, career growth, and leadership succession plans.► Transforming the operating infrastructure to eliminate silos, I created and led a leadership team to define the long-term operating strategy, operating principles, organizational values, and stretch production goals.► To reach our true manufacturing capacity, I spearheaded significant improvements that increased case production 8% and grew margins, helping attain record EBITDA earnings before the global pandemic.► I founded the von Drehle Leadership Academy, which provided education on proprietary strategies, values, and management principles, as well as custom individual development plans to 40+ mid-level managers/leaders.► I resourced an expansion of the Converting Academy that graduated 100+ shop floor workers, building their skills in teamwork, lean manufacturing, OEM machine setup, and work cell optimization. ► To drive improvements and collaboration among sites, I delivered visibility into real-time site and work center performance through the first-ever electronic dashboard.► By establishing a team of excellence leaders to support site leaders, I slashed waste and inventory write-offs. ► Generating substantial savings, I engaged existing and future freight suppliers in a six sigma analysis and complete revamp of the supply chain architecture for intercompany transfers.

Hickory/Lenoir, North Carolina Area

I drove the company’s sales and marketing strategy, 22-member commercial team, and sales budget.► I formed a sales and marketing leadership team and led them in applying analytical insights to forge a new, long-term sales and marketing strategy, unique customer value propositions, roadmap, plans, and goals:• Made room for higher-value proprietary offerings by eliminating 100+ SKUs in the paper product portfolio.• Developed Transcend™, an industry-leading proprietary dispensing product brand.• Optimized sales capabilities to sell a more sophisticated value story.• Retooled and overhauled marketing and branding to align with the new strategy and market positioning. • Transformed sales practices and positioned sales reps as strategic advisors to business owners and distributors. ► Through integrated sales and marketing strategies, grew Jan/San Transcend™ sales to 28% of sales, which expanded gross margins 20%.► To power long-term business sustainability, I diversified the customer base, reducing the reliance on 2 key accounts by 7% by implementing peer-reviewed individual and custom key account strategies.► As drivers for future revenue growth, I built strategic alliances with 2 major customer group organizations.

Over 6 years in leading roles, I was instrumental in tripling the EBITDA, growing revenue 35% and sales 22%, and integrating 2 acquisitions. As the VP of Sales & Marketing, I owned commercial strategy development and execution, as well as sales and marketing operations, teams, and best practices.► Building a massive pipeline of high-potential, profitable business, I crafted a strategy to uncover new applications for the end-users of existing customers. I worked with a third-party consultancy to create data-driven value stories and customer profiles, secure deals with billion-dollar companies, and partner with customers on sales strategies and end-user presentations

► Almost doubling the EBITDA, I turned around financial performance:• Guided the development of data analytics on manufacturing performance and costs for all production lines. • Redesigned the enterprise product profitability model for better accuracy and predictability. The new model facilitated adjustments to pricing, product mix, quoting lead time, sales product cost modeling, and the sales focus.• Cut manufacturing waste by revamping raw material specifications and sizes, production scheduling, and the lamination process.► I elevated sales 22% and the EBITDA 118% through the acquisition and turnaround of a competitor:• Integrated and trained key employees to ramp up production.• Expanded days and shifts of manufacturing operations and added new production lines.• Onboarded 12 new customers and integrated their 1,500 custom products into the product portfolio.• Made significant pricing and product changes to increase profitability.

► To mitigate the loss of our largest customer comprising 20% of total sales, I led the integration of an acquired company’s operations:• Launched a temporary third-party manufacturing supply chain while the new equipment was being delivered, installed, and set up.• Integrated manufacturing equipment, suppliers, raw materials, and supply chain practices.• Trained all operators on the new equipment, product quality requirements, and customer and market intelligence.

Contract Manufacturing and Food Service Division

Electrical Design and Development Engineer in GE's CT Medical Imaging Equipment Division

Bachelor Of Science - Bs, Electrical Engineering

Master Of Business Administration - Mba