Jay Mathewson Email & Phone Number

North Sioux City, South Dakota, United States

Provide fractional and interim support including operations leadership, continuous improvement, project management, performance management, content management, data analytics, training, and leadership development. Design and implement transformative solutions to key performance issues to facilitate business growth and profitability.

South Dakota, United States

Responsible for facilitating and implementing innovative solutions and process improvements to stimulate business growth, profitability, employee engagement, and world-class customer experience. Partnered with startup and mature companies within the industries of Business Process Outsourcing, Healthcare Staffing, Home Healthcare, and Private Equity to develop and implement business and technology solutions, implement process management platforms, perform project management and implementation management, and provide data analytics, performance management programs, and continuous improvement support.

Millford, Ia

Responsible for GrapeTree Medical Staffing's Training and Leadership Development, Quality, Workforce Management, Content Management, Technology Program Management, and Continuous Improvement functions; as well as implementation and leadership of company strategic initiatives.

Greater Denver Area

Responsible for providing leadership and support for three areas that were critical to the success of STARTEK's business, including the support of the 15,000 employees ("Brand Warriors") that maintained and grew this business. These areas included (1) Training and Leadership Development, (2) New Business Implementation Management, and (3) STARTEK Operating Platform (SOP).Leader of STARTEK's Training and Leadership Development department; which included global leadership development, support and governance of engagement center training programs and processes, LMS (Learning Management System) and global learning plans, ISD (Instructional Systems Design), and the design, development, and execution of corporate training programs.Leader of GPI (Global Project Implementation), which was STARTEK's project management organization responsible for effectively implementing new business at STARTEK; including implementation of new clients and lines of business, as well as implementation of new facilities to support this business.Responsible for STARTEK's SOP (STARTEK Operating Platform) and Enterprise Process Library. This included the governance, processes and systems that support STARTEK's standard operating procedures.

Greater Denver Area (Home-Office In Sergeant Bluff, Ia)

Responsible for implementation of STARTEK's key operations and client initiatives. Management and leadership of Project Managers responsible for developing and executing project plans related to implementation of STARTEK's programs, clients, and sites. Development and management of Global Project Implementation's processes, policies, and tools; including those related to performance management, resource management and scheduling, communication, project management, and continuous process improvement. Project responsibility included site build-outs; implementation of internal strategic initiatives; and program implementation and ongoing project ramps for clients in telecommunications, cable, wireless, healthcare, retail and other channels. Projects often spanned multiple sites across STARTEK's global footprint, including contact centers in the United States, Canada, Latin America, and the Philippines. This team was responsible for coordinating tasks and resources across all stakeholder departments; including Human Resources and Recruiting, IT, Operations, Facilities, Real Estate, Training, Workforce Management, Quality, Reporting, and Finance; with the objective of delivering projects on-time and on-budget, while exceeding internal and client performance expectations.

Le Mars, Ia

Responsible for pricing of Wells' ice cream and frozen novelty products; including cyclical price changes and new product pricing; and consisting of Wells-branded, co-licensed, and private label products. Development of Wells' promotional strategy and tactics. Management of Pricing and Promotions Analysts; responsible for promotional planning, execution, and tracking for all sales channels (Retail, Food Service, Convenience, Mobile Vending, Dollar Channel, Secondary Market).Partnered with Sales, Demand Planning, and Finance to establish revenue and trade spend budgets and promotional forecasts. Provided oversight and direction related to Wells' sales tools and processes; including Sales Forecasting, Trade Promotion Management and Optimization, Feature Ad Tracking, and Business Intelligence Reporting.

Le Mars, Ia

Responsible for pricing of Wells' ice cream and frozen novelty products. Partnered with Sales and Marketing to develop promotional plans for new and existing products; including tactics, depth, and frequency. Developed post-promotional analytics and optimization process; used to identify efficient promotions and develop Wells' retail promotional strategy. Managed a team of Pricing and Promotions Analysts, responsible for partnering with Sales Managers on base and promotional forecast accuracy and identification/execution of efficient promotions. Managed Wells' Secondary Market Sales program. Sales program manager for revenue management tools including Sales Forecasting, Trade Promotion Management and Optimization, Feature Ad Tracking, and Business Intelligence Reporting.

Le Mars, Ia

Worked with Wells' Sales and Marketing departments to drive continuous process improvement and related business results. Utilized Lean, Six Sigma, and Theory of Constraints tools and methodologies to manage CI projects with cross-functional teams from Sales, Marketing, and other related departments.Accomplishments included (1) creation, launch, and management of Wells' Product Mix Optimization Process, (2) significant improvements to Wells Trade Promotion Management and Sales Forecasting systems, and (3) improvements to, and management of, Wells' Secondary Market Sales program, resulting in profitability improvements of $700K annually.

Enabled company-wide continuous process improvement by leading a team of Six Sigma Black Belts and Continuous Improvement Champions; utilizing Lean and Six Sigma methodologies to improve KPI performance related to employee satisfaction/retention, customer/client satisfaction, and company financial performance. Engrained continuous improvement into the company culture, and supported this through process improvement training, implementation, and mentoring of Six Sigma resources and operations leaders. Managed the company's team of centralized Reporting Analysts, providing data and information to sustain and improve performance. Designed standardization, efficiencies and automation into the reports and reporting processes, allowing for minimum time investment and maximum impact to the business.

Led the company’s efforts to develop and automate reporting and analytical capabilities. Managed a team of Developers and Reporting Analysts and led the development of critical performance and financial reporting and analysis. Implemented and managed a financial tracking process and a predictive model for forecasting company revenue and profitability. Eliminated manual processes and related errors, as well as significantly reducing cycle times, by developing a daily scorecard process, combining several data sources into a “one-stop-shop”, helping Operations more effectively manage performance by reducing the amount of time spent reporting and analyzing data, and reinvesting this time in driving performance improvements.

Accountable for regional KPI performance. Managed continuous process improvement to support client and customer satisfaction, associate satisfaction, and company profitability; as well as well as Six Sigma training, implementation, and mentoring of regional Green Belts. Accomplishments in this role included the creation and implementation of an associate and supervisor coaching program and balanced scorecard, supervisor workflow improvements, a Six Sigma training program, an attrition improvement program that led to double-digit attrition reduction, and project management and implementation of several applications used to drive workflow and performance improvements.

Managed a team of Analysts and Six Sigma Black Belts, as well as leadership of cross-functional commodity and platform teams responsible for identifying and resolving product quality and process improvement opportunities. Responsible for analysis of call tracking and returned inventory data, identification of opportunities, and project management of quality improvement projects. Developed and managed Gateway’s company-wide POA (Problem on Arrival) process, which generated an annual cost savings of greater than four million dollars.

Business Administration And Management, General, 4.06 Gpa

Associate'S Degree, Business Administration And Management, General, 4.0 Gpa