Jon J. Gilbertson Email & Phone Number

Minneapolis, Mn, Us

Oakbrook Terrace, Illinois, Us

BUSINESS PROCESS OUTSOURCING | PROCESS RE-ENGINEERING | CONTINUOUS IMPROVEMENTAsked to repeat prior successes and take the reins identifying, leading and execution of key strategic initiatives: Drive competitive differentiation through process excellence across functions / divisions; spot, define and grasp opportunities aligning strategic and tactical execution. Work hands on with multiple divisions and departments across disparate geographies. ► Launched new van line division in 2016. Established new moving-industry business model, maximizing the customer experience. ► Pioneered Commercial Service operational capability, launched with 2015 negotiations for contract and management of global network for a leading global technology manufacturer (real-time reporting as events occurred worldwide). Supported subsequent projects for Fortune-to-small businesses. ► Led the successful installation of large units in 414 stores, across 9 countries (2,200 individual performers; 131 project managers). Initial project was completed in April, followed by smaller phases in different countries. Subsequent projects were awarded based on initial successes.* Warehousing, transportation, and glass replacement across 39 stores in 11 countries (same night).* Installation of a very heavy, customized table across 13 flagship stores in 7 countries (each roll-out per country): installation, warehousing, and transportation. * 2 weeks after client confirming expectations, coordinated and executed in-store work at 468 stores in 18 countries over a 2-week period. * Repeatedly asked by leadership to rescue troubled situations and execute solutions related to coordinating crating, pickup, and cross-border (and international) freight transportation, ensuring alignment with new-store construction or other logistical challenges.► Led Business Process Outsourcing (2014): organizational change, outsourcing, process improvements, i.e., 48% cuts in 3rd part services' order costs.

Oakbrook Terrace, Illinois, Us

PRODUCT DEVELOPMENT | SHARE OF WALLET | PROCESS TRANSFORMATIONSUMMARY: Increased share of wallet through product and service introductions and enhancements. Provided strategic leadership for global service delivery team. Charged with heading wide-scale efforts impacting the customer experience, securing supply chain through continuous development (supplier training and business continuity) and growing market share via education on additional mobility services’ benefits.A FEW SUCCESSES: ► Boosted utilization 47% and 24% on the two most profitable products.► Captured organization-wide, unprecedented overall satisfaction scores for global service delivery.MORE FIRSTS AND INNOVATORS► Product / service scorecards and measurements relative to continuous improvement opportunities► Lead management tracking on additional mobility services► Improved business continuity procedures, key in proactive planning and protection against civil unrest and natural disasters occurring in 2013► Customer-focused and revenue-capturing solutions embedded into organizational design

Oakbrook Terrace, Illinois, Us

GLOBAL SPEND MANAGEMENT INTEGRATION | TECHNOLOGY IMPLEMENTATIONCLIENT SUPPLY CHAIN COORDINATIONSUMMARY: Built, integrated and manage global procurement function with limited infrastructure; maintain headcount levels. Executive accountability for multimillion spend globally across multiple divisions, 100,000 companies/agencies (within supplier network), in 140 countries. Led due diligence and initiatives for new company acquisition integration. A FEW SUCCESSES: ► Delivered 13% average annual savings over past 3 years.► Attained $2M annual liquidity improvement through cash management strategies across supplier base. ► Drove initiatives that yielded 22.8% product profitability improvement (highest volume product). Secured consistent 6% quality improvement in tandem with saving an average of $2.2M. ► Retained a Top-5 global client—averting proposed double-digit-percent price increase, through assertive contract negotiation.

Oakbrook Terrace, Illinois, Us

OPERATIONS MANAGEMENT | ORGANIZATIONAL RESTRUCTURINGCROSS-FUNCTIONAL MANAGEMENTSUMMARY: Invigorated and managed business division acquired 5 years prior with limited profitability and integration in the organization. Directed activities that enabled profitability, expanded into multiple industries and updated business model for increased market penetration, supporting some of the largest financial organizations and technology companies worldwide. A FEW SUCCESSES: ► Headed liquidity improvements and structuring that quickly took organization from $500K to $4 million in earnings. ► Implemented numerous liquidity improvements, such as reducing number of invoices outstanding >60 days by 31%.► Identified and executed primary restructuring initiative in 6 months.► Improved customer satisfaction scores 5%. ► Boosted profitability with mitigated risk (sole reliance on relocation industry) by expanding Sales scope to other industries.

Oakbrook Terrace, Illinois, Us

CHANGE LEADERSHIP | PROCESS RE-EINGINEERING | BANKRUPTCY RESTRUCTURINGSUMMARY: Selected for leadership of key financial and operational function, to improve process, enable profitability and install sustainability post bankruptcy. Led team of 50 to achieve improved operational performance despite challenges of a downward economy, CRASHING real estate market and organizational change. A FEW SUCCESSES: ► Mitigated and averted real estate risk through aggressive process changes Achieved a 25% improvement in days on market, 30% in cost avoidance and 20% savings in purchasing costs. ► Cut home inventory level 89%; minimized exposure to declining real estate market and delivered over $4M in liquidity. ► Raised percent of homes purchased 500 basis points (2008) and an additional 1,400 basis points in 2010—an overall $9M financial improvement. ► Obtained a 3.7% improvement 2009 vs. 2008 through formation of appraisal review team focused on establishing fair market value for a home to minimize loss-on-sale. Delivered $1.9M financial benefit in first 5 months of 2009. ► Introduced process improvement and process tracking. Created and automated home-sale pipeline dashboard providing visibility to all homes at key stages in sales process; enabled proactive management by prioritizing greatest-risk homes.

Oakbrook Terrace, Illinois, Us

STRATEGIC BUSINESS ADVISING | RELATIONSHIP ARCHITECTUREOPERATIONS & TEAM LEADERSHIP SUMMARY: Improved client satisfaction and profitability for global companies. Managed activities and 22 associates supporting 15 corporate clients in the US and UK (6 direct; 16 indirect reports). A FEW SUCCESSES: ► Implemented client-focused global relocation services, including transitioning of 1,053 files for a $35B technology company, with 0 customer-visible defects. ► Directed 450-family international group move into the US with 99.3% success rate. ► Championed multiple initiatives yielding financial benefits for clients, such as a sourcing event for Training Services that captured savings of $100K for one client. ► Raised Satisfaction Levels 8%, held zero-level losses, and improved Gross Margin 1% on personal portfolio of accounts.

Oakbrook Terrace, Illinois, Us

STRATEGY CHANGE LEADERSHIP | PROJECT MANAGEMENT | CONTINUOUS IMPROVEMENTSUMMARY: Created and executed strategic projects, established training material and programs, and instituted a culture of continuous improvement. Accountable for success of key organizational initiatives utilizing Six Sigma, Lean and other quality standards. Headed majority of projects led by Six Sigma Black Belts and Six Sigma Green Belts. A FEW SUCCESSES: ► Identified and delivered strategic plan to deliver $600K in revenue gains from global process improvements. ► Updated and adapted Six Sigma Black Belt manufacturing training material for a Professional Services transactional environment, including examples specifically for the relocation services industry. Led several waves of training.

Jasper, In, Us

PROCESS & FISCAL IMPROVEMENTS | TRANSPORTATION MANAGEMENTLOGISTICS ENGINEERING SUMMARY: Launched transportation and logistics management department for $70M in transportation expenditures. Introduced and executed successful process- and financial-improvement initiatives, including contract negotiations, logistics-model design and analysis and freight payment systems technology integration. A FEW SUCCESSES: ► Rescued flailing Quick Ship Program to meet replenishment cycle times. Implemented supply chain model that reduced shipping cycle time in half and shrunk inventory by 10%, yielding high ROI and Turn Improvement.► Secured $2.5M in line haul savings by renegotiating truckload carrier contracts. ► Lowered freight expenses $1.5M by shaping and leveraging Less-than-Truckload (LTL) and Small Parcel sourcing events, including implementation of routing guides delivering an additional $500K benefit across 13 manufacturing facilities. ► Cut freight payment charges $75K, strengthened accrual and freight expense management and established reliable freight data by implementing a third party freight payment system and initiating a Match-Pay program.► Created and delivered quantitative logistics network models that recaptured $2M in costs where closed-loop routes and continuous moves were identified to reduce cost-per-mile for a dedicated fleet.

SUMMARY: Charged with extensive responsibility across all organizational functions. Managed daily operations, administered human resource policies and coordinated customer solutions for 25-member team. A FEW SUCCESSES:● Conceived of and executed Just-In-Time inventory strategies for customers, including successful transition of more than 1 million pounds of freight in <3 days, over a weekend, to a new distribution center; minimized production stoppage. ● Secured SBA Loan with a Business Plan, demonstrated financial controls and presentations to financial institutions. ● Grew revenue an average of 5% while securing profitable business, including award of transportation and distribution contract for government lunch program for 2 consecutive terms. Contract yielded a 12% increase in Gross Margin. ● Propelled Department of Transportation compliance with vehicle and maintenance safety program providing per-unit financial data.

Mba, Finance

Bba, Economics