John Bollinger Email & Phone Number

Chicago, Illinois, United States

IT Financial Services, ISM Projects, and Supplier Management

Westerville, Ohio, United States

Indianapolis, Indiana Area

Columbus, Ohio Area

AP Transportation Manager – Columbus Freight Payment (2014 – Present)Brought on to start up new accounts payable operation for the Managed Transportation Division of Exel, Inc. The existing process was distributed across operational teams with no standardized process control. Designed and opened a startup operation within 45 business days. This included hiring a complete AP team, office procurement, furniture, IT infrastructure. Individual customer requirements documented, standardized processes implemented, and work instructions established with all work on boarded within 4 weeks. At the time of startup (July 2014) invoices aged over 60 days old totaled over $500,000. On Dec 31st 2014 invoices aged over 60 days was $0. Total invoice aging over 30 days was at 5%. The Columbus Freight Payment team consists of 15 associates performing invoice matching, audit, and approval for approx. 30,000 invoices per month. There are 5 associates the sort, scan and verify 12,000 paper invoices each month.

Currently managing a CRM project that provides mobile (iPad) access to sales executives.Collecting better data, faster, on the street!

Director, Business Strategy, Southern Division (2009 – Present)Function in role with simultaneous accountability for business development strategies (comprising growth, mix management, yield, specialty services, and customer retention), support and performance assurance of 5 managing directors of sales, and collaboration with account executives on tactical planning, account management, and business development.• Enabled 8.2% year over year division revenue growth with daily shipment count averaging 9,000/day in 2010 and 11,250/day in 2011.• Elevated yield $13 million year to date versus 2010 through strategy modifying corporate and local business mix; i.e. changed business from national to local and increased volume of local accounts through use of premium services as well as action taken on non-profitable accounts.• Generated over $1 million new revenue through launch of local Houston metro initiative; recaptured business with 49 of 130 lost local accounts (38%) between 2010 and 2011.• Facilitated service delivery and growth of notable accounts including (but not limited to) Swisher Cigars, Fruit of the Earth, and Zebco.• Brought forth business culture change through implementation of monthly business review process; results recognized and process now standard practice throughout company.

Director, Client Collaboration Center, YRC Corporate Sales (2008 – 2009)Coordinated operations facilitating consolidation of national account executives into single team; accountable for budgets, bringing together disparate resources, and development/oversight of 60 staff and associated micro-teams (including 8 sales engineers generating $1.5 billion annually, pricing specialist, and 51 customer service representatives and supervisors) in 2 locations.• Recognized for capabilities and trusted with project as national accounts made up 60% ($1.5 billion) of company revenue; performance in position resulted in acquisition of company stock options.• Increased bid success rate from 10% to over 60% through creation of specialized team providing turnkey (ready to use) quote solution to national account executives; ultimately generated millions of dollars in new and retained business.• Ensured positive experience during transition bringing on new clients through development of onboarding process within bid team; process also monitored customer revenue commitments to ensure volume met pricing level.

Administered billing function of operating companies, Roadway Express and Yellow Freight; ensured performance of over 300 staff in United States, Canada, and India.• Managed local billing process at 300+ Yellow Freight branch offices; included oversight of productivity metrics, quality, cost per bill, and mining accessorial revenue from unbilled services.• Subsequent of regionalization of billing function, successfully negotiated billing center clerical contract with Teamsters Union; presented need for non-traditional shift of 4 hours/day for 60% of workforce and secured agreement paying attendance bonus; initiative facilitated 90% monthly attendance.

Orchestrated design and implementation of operational and administrative project and solutions (supported by 6+ million budgets); ensured performance of 5 direct and 35 indirect reports.• Individual products comprised development of paperless billing audit process; placement of imaging system to over 370 facilities processing 160,000 documents/day (completed within 20 days throughout United States and Canada); research and development of Optical Character Recognition; consolidation of collections center (in Buffalo, New York).

Deployed and provided ongoing management and support for operational systems.

Oversaw dock/city operations, including supervision of driving and clerical staff.

Managed multi-million dollar sales territory, including negotiation of local pricing.