Jerry Spaulding Email & Phone Number

Leading a highly qualified exceptional team that focuses on all aspects of client services, leveraging resources and technology to ensure the success of our O&M business unit. Along with the value add generated by our onsite O&M team – Chinook is uniquely positioned to leverage a broad range of solutions on our O&M contracts which include Building.

Raleigh

Providing leadership, support, and guidance to multiple branch locations in several states. Core part of the leadership team that sets overall company vision and strategy. Key process development expert in sales, sales operations, field operations, and work systems. Proven change management leader and developer of leadership talent.

Raleigh-Durham, North Carolina Area

• Responsible for vision, strategy, financial performance, growth, and customer satisfaction consistently delivered with respect to the vision, values, and mission of the company. Committed to being the leading provider.
• Established a “sales culture” with structured selling processes and analytics – enhancing and accelerating the overall performance of the sales team by 50%.
• Successfully integrated a locally acquired controls and mechanical services company while retaining all key personnel and achieving the integration financial synergies, goals, and objectives.
• Working with a very strong team – leveraged organizations existing strengths to grow maintenance base, projects, and break/fix repair services revenues and profit.

Raleigh-Durham, North Carolina Area

• Provided vision, strategy, and process guidance to a national sales organization and channel. Responsible for establishing business development, marketing, and sales operations strategies to drive orders growth in the.
• Developed robust sales plans, channel strategies, processes, and sales effectiveness measures to drive improved individual and overall sales team results – resulting in 15% YOY increase in orders & 10% hit rate.
• Developed best in class CRM strategy that leveraged knowledge producing dashboards for activity levels, pipeline, sales effectiveness, and orders forecasting.
• Developed and implemented a comprehensive marketing plan designed to position Eaton as a thought leader and recognized brand in the energy space.
• Aggressively positioned Eaton to leverage new programs & markets by aggressively overcoming significant barriers to entry and accelerating results.

Raleigh-Durham, North Carolina Area

• Responsible for the startup of an Energy Solutions business that included organic startup and then acquisition strategies to accelerate growth. Provide vision and strategic plan execution to deliver accelerated growth.
• Drove strategies to go from 0 to ~200 resources across five (5) regional operations in less than 1.5 years.
• Established a solid growth foundation for additional acquisitions and corporate commitment to a $300 - $500M Energy Solutions three year business target.
• Provided run team leadership during the integration of a very resource intensive business that managed through tremendous change and retained all key resources.
• Drove strategies to get Eaton recognized and branded in the adjacent growth markets of interest to Energy Solutions.
• Managed solutions portfolio that included Commissioning, Retro-commissioning, Energy Engineering & Consulting, Design/Build, and Performance Contracting (ESPC) offerings.

Raleigh-Durham, North Carolina Area

• Responsible for all strategic and tactical aspects of $500MM+ in Client Accounts, including Staffing, Training, Operations, QA, Client Management, IT and Facilities for a 100-seat blended call center providing order.
• Managed 5 direct reports and 100 indirect reports.
• Marquee clients included Bank of America, HP, IBM, Siemens Medical, Avaya, and City 911 Centers.
• Implemented zip code based call routing, improving internal customer CSAT metrics by 25% and increasing agent capacity by 8%.
• Consolidated 6 customer-facing support groups into single operational organization reducing FTE by 5% and group operating expenses by $175K.
• Designed and implemented metrics-driven “Best Practices”, improving Quality Service ratings by 15%.

Raleigh-Durham, North Carolina Area

Responsible for managing a combination of business due to the Eaton 2004 acquisition of Powerware; including a Power Breaker Center – design\manufacturing operation in Greenwood, SC, four (4) Aftermarket Centers of Excellence (ACE) – power distribution equipment refurbishment\life extension locations in North American and Canada, and Global Support and.

Houston, Texas Area

Participated in a new group dedicated to providing Marketing support to a $200M service business. Accountable for the development of annual strategic plans, new growth initiatives, marketing collateral, and support of business development\business acquisition opportunities.

Houston, Texas Area

• Managed a distributed group of Electrical Services and Systems District Operations Centers, providing power system services. Accountable for all regional level strategic planning, budgeting, forecasting, operations.
• Built 2 start-up district operations centers within 3 months of company entering the Electrical Services and System business.
• Grew regional operations from zero to $50MM in 4 years.
• $50MM P&L responsibility; managed 6 direct reports and 100 indirect reports.
• Exceeded plan sales targets by 14% in 1999, 5% in 2000, 23% in 2001, and 25% in 2002.
• Deployed regional sales management metrics and implemented “action selling & value cycle” training – improving sales effectiveness by 30%

Houston, Texas Area

• Managed distributed group of Electrical Services and Systems District Operations Centers providing power system services. Accountable for regional level strategic planning, budgeting, forecasting, operations, staffing.
• $20MM P&L responsibility; managed 2 direct reports and 60 indirect reports.
• Reestablished a market presence in north Texas, producing $2MM annual revenue improvement.
• Developed scorecard analytics to drive 15% improvement in standard margin, 5% reduction in manufacturing expenses, and overall 20% increase in operating profit.
• Initiated the first “customer support focus” subject matter into the Electrical Services and Systems organization to complement and begin to differentiate the technical creditability component of the value proposition.

Houston, Texas Area

• Reported directly to Business Unit Manager. Managed a distributed group of District Operations Centers providing power system services. Responsible for all regional level strategic planning, budgeting, forecasting.
• $6MM P&L responsibility; managed 15 direct reports (sales, field and shop engineers/technicians).
• Secured and managed >$1MM – multi-year project with South Texas Project nuclear power plant.
• Implemented sales territory planning and quotation/negotiation analytics, increasing closure by 30%.
• Increased profits from 30% - 40% ( product/solution mix, price realization, and expense management).
• Tripled revenues in 2 ½ years (from $2MM to $6MM).