Jeff Scott Email & Phone Number

Austin, Tx, Us

Austin, Tx, Us

Cleveland, Oh, Us

CORPORATE PROFILE: A non-profit providing voluntary after-school programs. RESPONSIBILITY PROFILE: Currently transitioning.

Cleveland, Oh, Us

RESPONSIBILITY PROFILE: As CEO, I reported to the Board Chair with a $19.5M OPEX, $2.5M CAPEX, and 400 employees with ten direct. I was responsible for leading 56 sites, 15,000 youth, 125 Board members, and 400 employees in operations.ACHIEVED IN THIS ROLESTRATEGIC PLANNING• Post-merger of six entities into one regional entity, the Board challenged me to create a strategic plan, vision, and mission for the next five years with targets of a $12M revenue increase. I gathered feedback from thousands of stakeholders, led a 100+ member strategic planning committee with key stakeholders, built pitch decks, and secured ELT, Board, and funder buy-in. I also rolled out new infrastructure to support initiatives and created the sales/marketing plan. The Board approved this plan, which is ahead of schedule to double the organization’s size 2X to 20K youth and revenue from $8M to $20M. As a result, this secured the largest donation in organization history ($6.8M).BOARD GOVERNANCE• With the merger, six different Boards would convert to advisory Boards, which necessitated change management. The Governance Committee charged me to intervene. I collaborated with the Board Chair to create a matrix of expertise, industry, demographics, and geographical knowledge. I filled gaps by recruiting and onboarding Board members (the CEO of GOJO, President of KeyBank, Chief Marketing Officer of J.M. Smucker, EVP of Publicis, CFO of the Federal Reserve, Chair of a large School Board, and the Chief Diversity Officer of Sherwin Williams), established regular one-on-one meetings with all. These new members improved key strategic abilities and access to funding.

Cleveland, Oh, Us

ACHIEVEMENTS CONTINUEDCULTURAL TRANSFORMATION• I was recruited to assess the strengths of the newly formed organization’s culture and identify already existing strengths of the six entities. The Board tasked me to lead the charge and improve reputations within the community and among donors. I led a transformation campaign focused on identifying the “heart, art, and science” of the organization, then implemented a simplified operating framework aligned with organizational goals. These became SOPs/Best Practices and raised employee satisfaction scores from 74% to 87% within one year.MERGERS & ACQUISITIONS• Six regional entities were competing for the same donors, so the Board recruited me to lead the merger of these regional sites into one. I created a merger integration plan and office, hired a CAO to lead day-to-day operations, partnered to revamp all functional areas (strategy, branding, go-to-market, technology, culture, etc.), and maintained the already-existing strengths of each region. All regions merged successfully with marquee funding and partnerships, unified technology tools, and a better employee experience.

Austin, Tx, Us

CORPORATE PROFILE: A provider of banking technology solutions. RESPONSIBILITY PROFILE: With Q2, I reported to the Executive Vice President of Emerging Business with a seven figure OPEX, CAPEX, and Revenue Goal, and 15 employees with seven direct. I led an organization dedicated to driving recurring SaaS revenue through fintech partnerships.ACHIEVED IN THIS ROLEPRODUCT INNOVATION• Recruited to successfully reposition Q2’s marketplace offering. Over 90 days, I built a proposal, won Board approval, and secured funding to assemble a cross-functional team to build the MVP. This resulted in more traction and funding, and gaps were filled by vendors as needed. Q2’s “Innovation Studio” won a Finovate award, grew to revenue substantially within two years, and is on track to hit ($-confidential) in revenue. I also won another industry award alongside others from Microsoft, Google, etc. for these efforts.GO-TO-MARKET STRATEGY• Once the “Innovation Studio” was at MVP status, a go-to-market strategy was required, so I created a two-fold strategy with one aspect tailored to banks and the other to customers. Over the next nine months, I gathered data from financial institutions and end customers, conducted testing and user surveys on the product, refined the model, and built the go-to-market strategy. These efforts unearthed that marketing straight to end users was conceivable and generated an initial elevation in revenue as merely a pilot program.

CORPORATE PROFILE: A precision manufacturing company. RESPONSIBILITY PROFILE: With Mold Masters, I reported to the Chairman of the Board with a $12.5M OPEX, $4M CAPEX, and 350 employees with eight direct. My duties included leading a team in producing precision tooling and wax patterns to sell to Tier 1/Tier 2 aerospace and defense entities.ACHIEVED IN THIS ROLEMERGERS & ACQUISITIONS• A new set of equity partners owning majority shares desired to exit the business. The Board recruited me to enhance operations, increase profits, and formulate an exit path for 3-5 years. I immediately conducted a strategic planning process to transform all business aspects, complete with growth targets/KPIs, and marketed the business to buyers, investment bankers, and brokers. The business was sold at within 3 years at an amount ($-confidential) that exceeded expectations.EXPANSIONS• An equity partner agreed to sell an essential piece of real estate without adequate preparation, so leadership called upon me to execute the sale with a one-year deadline to relocate 225 employees and infrastructure to a new location. I collaboratively sourced a new site for construction/rehab, then worked with stakeholders to scope requalification requirements for AS9100 standards. I then enforced accountability and updated the Board. The new 80K sq. ft. site was rehabbed and increased capacity, mitigated risk, and secured a large tax subsidy.KEY CUSTOMER NEGOTIATIONS• A long-term agreement with the company’s largest customer was nearing its end and needed re-negotiation. Thus, I led an in-depth SKU profitability analysis consisting of several studies, including by part, new supply chain strategies, new manufacturing processing considerations, and more. I presented a report to the customer/persuaded them to allow price increases to maintain partnership sustainability. We successfully negotiated a new LTA for 5 years at $50M, which increased the organization's gross margins from ~28% to 36%.

CORPORATE PROFILE: A $4M SaaS healthcare platform. RESPONSIBILITY PROFILE: Here, I reported to the Chairman of the Board with a $4M OPEX, $1M CAPEX, and 50 employees with six direct. I was responsible for leading the company through a restructuring and strategic sale to DHS Group.ACHIEVED IN THIS ROLEMERGERS & ACQUISITIONS• I was recruited as CFO and charged by the Board to deliver advisory. My investigation revealed three months of runway with no existing fundraising plan. In five months, I also took over as interim CEO, restructured staff, reoriented the product, and launched a capital raising campaign. I also delivered periodic reports and leveraged connections to find a buyer. These efforts sourced DHS as a buyer in a successful sale (who still owns it today), and this strategy reversed trends and mitigated investor losses.

Cleveland , Ohio, Us

CORPORATE PROFILE: A $6.2B banking/financial services organization with 16,975 employees. RESPONSIBILITY PROFILE: As Group Head Commercial Card with Key Bank, I reported to the EVP of Payments with a $50M Revenue Goal and 75 employees with six direct. I was accountable for overall P&L. Components of the team included technical sales, product development, and portfolio management.

Cleveland , Ohio, Us

RESPONSIBILITY PROFILE: As VP of Strategy and Business Development, I reported to the EVP of Corporate Strategy with two employees. My responsibilities included developing, pitching, and implementing organic and inorganic growth strategies to drive incremental revenues across multiple lines of business, and reporting directly to an executive and managing a team of analysts.

Cleveland , Ohio, Us

RESPONSIBILITY PROFILE: Here, I reported to the EVP of Program Management and was responsible for working as part of a team to develop the Enterprise Program Management Office.

Cleveland , Ohio, Us

RESPONSIBILITY PROFILE: When I started for Key Bank, I reported to the SVP of Payment and Leases Sales with five direct reports, and I held various leadership roles in sales across the division.