Jeff Trampleasure Email & Phone Number

Flagstaff, Az, Us

Greater Phoenix Area

Dallas/Fort Worth Area

Combining over 125 years of logistics management and dispatch experience from the courier/ logistics industry with unprecedented standards, Jaguar Logistics has redefined and evolved the formerly accepted standards. We have raised the bar and now it is simply the daily philosophy embraced and endorsed by each member of the Jaguar Logistics team.Execution at Jaguar Logistics is defined as adhering to the customer's critical and time-sensitive delivery needs. We understand the voice of the customer and work extremely hard to meet and exceed their expectations.Jaguar Logistics can help clients with their medical, legal, contracts, engineering drawings, personal, and out-of-the ordinary deliveries and more. We understand the nuances in the various types of deliveries and provide extensive training to our drivers. We also have dedicated drivers for short to long-term needs, and the ability to move Less Than Truckload (LTL) merchandise.Jaguar Logistics attracts, screens, and hires only the best couriers. Only those that pass the stringent requirements get the chance to become a team member. Management is the same way where only those with proven track records can call themselves Jaguar Logistics employees. In addition, Jaguar Logistics is committed to improving its service through technology and process improvement. With a state-of-the-art dispatch system, and continuous modifications and improvements to its procedures, Jaguar Logistics provides the best service in the industry.

Dallas/Fort Worth Area

Diebold, Inc. is a US based financial self-service, security and services company that is engaged primarily in the sale, manufacture, installation and service of ATM’s, electronic security, vaults, and similar banking hardware and software.• Full performance and P&L responsibility for our 12 state region: AR, CO, ID, KS, MT, ND, NE, OK, SD, TX, UT, WY• Led a workforce of 13 Field Managers and 500 support personnel• Stabilized distressed markets in TX and OK in 1st 90 days• Rebuilt leadership team with five key hires in 1st four months• SLA improvements of >20% in 60 days• Positioned market for success in 3rd party ATM maintenance• Executed the first significant 3rd party maintenance contract, as our region supported 62% of the install base, which provided >$10M annual maintenance revenue for North America• Successfully piloted this 3rd party maintenance concept for the largest bank in the US, winning another >$25M in annual maintenance revenue• Led the service organizations in planning, selling, and gaining commitment from the 4th largest bank in the US to provide a proof of concept around 3rd party maintenance, which led to new contracts of >$40M in annual maintenance revenue

Dallas/Fort Worth Area

The NCR Corporation is a U.S. based computer hardware, software and electronics company that provides products and services that enable businesses to connect, interact and transact with their customers.• Full performance and P&L responsibility for our 6 state region: AR, AZ, LA, NM, OK, TX• Led a workforce of 12 Field Managers and 425 support personnel• Led the transformation of our performance from worst to first over a 6-month span (7 regions in the US)• Maintained top ranking every week of 2014 since week 2• Restructured and engaged the leadership team to be better aligned to deliver sustained great results• Focused on developing our leadership team to become true leaders, not just managers of tasks• Through streamlining inefficient processes, grew efficiency outputs by 32%• YOY SLA improvements of >15%, providing best-in-class results

Dallas/Fort Worth Area

Specializing in helping small businesses and individuals enhance their business through professional coaching, consulting, acquisitions, mergers, exit strategies, or operational issues.• Utilizing career experiences to provide direction and bring value to our customers

Greater Atlanta Area

A utility services company, specializing in the “Smart Grid”. The company resulted from the acquisition of three industry leaders: TeamSTS, LEPService, and Power Engineering. Joined Metadigm in the fall of 2010 as the 2nd of the acquisitions became reality. Primary focus was to integrate two different operating styles, determine best practices, identify key leaders in the organization, and to make the company one in name and purpose. • Led a field service workforce in 12 states of over 400• Led various support organizations during stages of growth: training, fleet, safety, sales, logistics• Restructured the leadership to gain consistency in position, responsibilities, and geography• Developed and recruited field leadership that led to record safety and productivity performance• Designed and implemented custom routing and scheduling system• Beat 2011 EBITDA targets by 9.4%, 2 points greater than 2010, despite significant changes in the business model and full Sr. Leadership & Sales Teams. A 6.8 point improvement in labor costs YOY.

Dallas/Fort Worth Area

An underground utility locating company based in Georgia. Took over the Texas operations in late 2008. Implemented best practices from experience and realized substantial operational improvements.• Stabilized relationships with key accounts through confidence gained by improved performance and hands on customer service• Led a workforce in the state of Texas of over 300• Restructured the leadership to gain synergies of geography and abilities• Improved quality by over 125% in tenure through increased accountability and leadership development

Indianapolis, Indiana Area

An underground utility locating company based in Indiana, operating throughout the Midwest and the South. Joined the Sr. Leadership Team in this role. Direct P&L responsibility for $41.2M (25% of company total) and supporting 35 to 40 teams to deliver best-in-class and sustainable results. • Maximized workforce effectiveness by ensuring and maintaining proper headcount and leadership ratios; grew revenue-generating headcount from 313 to 494 positions. Exceeded profit budget for May by $273K. Increased quality by 36% through additional technician support, training, and increased accountability, saving the company $195K in costs.

Greater St. Louis Area

Through implementing best practices and ensuring consistency in leadership execution, improved in all districts in the region. Direct P&L responsibility for $28.6M.• Finished 31% better in profit margin vs. company average. Stabilized strained customer relations which led to an additional $2.8M contract for 2008. Improved quality defect costs by 47% ($261K) year over year. Improved safety incidents by 11% by increased safety awareness and focus.

St. Louis Mo, Chicago Il, Dallas Tx

St. Louis was home of the parent company, The Laclede Group. A long time poor performing market. Through support, follow through, standards, procedures, and increased accountability, drastic improvement was realized.• Improved quality performance by 42.8%. Increased efficiency by 54.7%, thereby decreasing labor expense by 21.2%, saving just over $1.3M (2004 vs. 2006). Decreased safety incidents by 21% by increased safety awareness and focus.• Selected by CEO to be one of four leaders tasked with breakthrough quality improvement (Six Sigma Initiative) by reengineering our fundamental locate process, retraining every employee and improving our monitoring and feedback processes so as to ensure sustainability.• IL - Instituted operating standards, supported & developed the leadership, and made substantial process improvements. Showed record KPI performance and profitability which had a significant impact on overall company earnings the next two years.• 25% for IL vs. 18% for the company in year one & 31% for IL vs. 17% for the company in year two• TX - Led $3.6 million profit turnaround in the DFW District from 2000 to 2001

Dallas/Fort Worth Area

Served in many capacities while with Business Courier Service, a “hot shot” delivery company. Was the 3rd employee and helped the company grow substantially in a short amount of time. Gross revenue of over $2M in only the 3rd year in business.• Interviewed and hired multiple employees, as well as over 100 contractors• Provided new-hire training on the company culture and set performance expectations

Dallas/Fort Worth Area

A regional retail chain. Used sales projections models to effectively plan labor and purchasing to seasonal volume demands, managing successfully to each.

Dallas/Fort Worth Area

Within a month, supervised a Team of 12-15 daily, which grew with experience. This opportunity enabled an understanding of projections, worked with trend data, and reacted in real time to fluctuating business demands