Jeff Keith Email & Phone Number

Responsible for leading a team of Biomedical Equipment Technicians and Field Engineers providing outsourced services for patient care equipment in multiple healthcare facilities.• P&L responsibility from $4 to $14 million with business leading Contribution Margin percent results moving from the lowest to the highest in the Southeast.• Streamlined workflow to allow us to provide decreased response time for high-end biomedical equipment in the Eastern US while reallocating 40% of the assigned personal to other roles.• Provided interim leadership to other service regions during leadership transitions.• Provide mentorship and industry expertise to leaders entering the business.

Responsible for establishing and implementing back-office, Sales and Marketing initiatives, and establishing organization structure for future growth.Designed key transition criteria for the exit of a partner and key accounts while keeping the company intact.Project management of document imaging system installations for key customers. Designed and implemented a marketing program for newly acquired document imaging system offering.

Responsible for repositioning this $19 million engineered-product manufacturer for growth by implementing cost-effective marketing strategies and tactics, new business partnerships, and by refocusing the Inside Sales group on proactive selling and superior customer service.Designed and implemented a market research program to provide a quantitative basis for market-based business decisions. Implemented annual pricing reviews that led to the first price increase in three years.Led the creative effort and implementation of a national brand awareness campaign that led to $700k in incremental sales in the first nine months and ongoing end user brand recognition. Formed business partnerships that have led to three new product offerings, the addition of a new high margin service business, and an expanded channel to market.For the first time in the forty-year history of the company, obtained “product of the year” recognition by four nationally recognized industrial organizations. Moved a sales force from a reactive, order-taking function to a proactive business partner for our independent distribution partners.Successfully launched the company’s first major product rollout in seven years.

Responsible for four functional groups of 86 people providing outsourced desktop services to 8,000 end-users. Services provided included Help Desk, Technical Support, software support, deskside and field support, customer care, logistics, and various technical projects.Led team through transition from time and material service delivery to fixed cost contract with service level agreements driving a 10% increase in profitability.Established documented processes and measurement indicators to ensure compliance with contracted service level agreements, resulting in increased customer satisfaction.Reduced headcount by 8% through re-deployment of people and implementing documented and repeatable best practices.Grew revenue by 4% through new service opportunities with established accounts.

Marketing and Inside Sales responsibility for this $15 million high-profit service and manufacturing division providing solutions in circuit board remanufacturing, reliability engineering, small lot production, and inventory management for manufacturers and railroads. Reversed rapidly declining sales trend and increased revenue run rate by 25% through alliance with original equipment manufacturer and refocusing on our core business.Re-engineered inside sales function to focus on accounts smaller than $50,000 allowing the outside sales force to focus on major accounts.Led implementation of outsourcing arrangements with other service providers to broaden capabilities with minimal capital cost, which increased sales without increasing fixed cost.

Held profit and loss responsibility for a $17 million test equipment rental and service business. Re-engineered two service organizations supporting local customer bases and one equipment rental organization into one cohesive business supporting both business lines in the Western United States and Canada. Developed an operations plan to gain market share and drive efficiencies.Centralized support functions to provide customers with more reliable services while reducing overhead cost.Implemented high-involvement work teams to drive empowerment and accountability at all levels of the organization.Led our Los Angeles organization, which had posted negative net income for several years running, to profitability within six months of taking position.Performed as a Green Belt in Six Sigma Quality program.

Held profit and loss responsibilities for a $2.5 million industrial electronic circuit board repair and electromechanical device remanufacturing facility. Focused team on driving financial results using their industry knowledge and cost control. Hands on involvement in marketing and sales of services and products. Effectively dealt with complex organization and personnel issues to build a cohesive team. Steadily increased net income by 70% with a 21% increase in revenue in a low growth business segment.Facility achieved ISO 9002 registration on first assessment.Launched several profitable new service offerings.

Promoted through various technical positions. Responsibilities included research and development, complex computer systems maintenance and repair, and technical support.