Ken Vargas Email and Phone Number

- Responsible for all ImPress National Account implementations generated out of the Eastern US- Average account Net Profit Margin of 34% after implementation - Post-Implementation program on time and accuracy ratings over – 99%- Post-implementation customer retention rate – 100%- Assisted in the creation of Integration Team tools meant to assist the sales organization in identifying, qualifying and determining client pain points. These tools lay the ground work for developing the Print Management Assessment (PMA) and client proposal based on each customer’s unique needs.- Created process standards for all onsite production center displacements used nationally; best practices reduced implementation cycle time by an average of 18 days- Revered as the subject matter expert for senior operations, sales and sales operations management.

As the Area Manager I was responsible for managing the daily operations of 13 specific groups of operating units within the Boston region. I planned materials and managed staff to ensure that profit objectives were met. I performed an operational needs analysis which monitored and refined the systems in place. •Exercises responsibility for the operations activities for a specific group of operating units or sites and for ensuring quality services by meeting varying client requirements and needs•Manages the budget for a specific group of operating units or sites to meet/exceed profitability goals•Directs activities of site staff to ensure profitability, efficiency and quality•Monitors operating unit activities to ensure compliance with OBS and client policies, as well as contract requirements•Assists in the renegotiation of client contracts•Establishes productivity guidelines for each operating unit•Coordinates placement and assignment of personnel throughout operating units•Develops financial forecasts for each operating unit•Monitors financial performance of operating units including profit, billing and cash-handling procedures•Responsible for the administration of OBS personnel policies and actions to ensure fair and equitable treatment of all employees•Plans for development of employees at managerial and non-managerial levels•Assist in sales presentations as needed•Supports an environment that encourages the exchange of differing views, inspires creativity and development, supports continuous learning, and responds to and values people•Knowledgeable about industry trends•Assigns responsibility and accountability to various site employees

• Management of 10 contracted accounts with an annual revenue of 2.4 million dollars• Management of 10 Site managers with total staffs of 40 employees• Responsible for controlling labor costs, minimizing operating expenses and generating new revenue• Facilitate training curriculum for employee development and leadership• Maintain statistical data for monthly reporting and annual strategy sessions with key client contacts• Reduced the outstanding (A/R) from 90 to 30 days through the use of customized reports, combined with action plans identifying achievable targets• Restructured operations to focus on increasing profitability, improving customer service and retaining key team members.• Six Sigma – Yellow Belt

•Oversee all facets of region’s day-to-day operations, directing workload of field engineers, account representatives and administrative personnel. •Manage all levels of service for over 77 clients in the commercial and legal market, including four of world’s fivehighest-grossing law firms with a monthly revenue of 1.2 million dollars.•Successfully manage installation of 10-15 systems (hardware, software, training) monthly. •Support sales staff of five in meeting their billing quotas, resulting in all representatives making “President’s Club” for 2000-2002.•Exceeded divisional goal of billing $5MM in Q1 of 2002 by 15%. •Provide extensive technical, billing, and sales support to clients.•Establish and maintain budget designed to ensure adherence to corporate EBITDA.•Hold full accountability for forecasting, as well as managing region profit and loss. •Have consistently retained - using highly developed customer service skills and processes - clients previously dissatisfied with products/services.•Developed and implemented new centralized service dispatch, which resulted in measurable service improvement; created related database and ticketing system; template now used company-wide.•Increased region’s productivity by significantly restructuring internal operations and staffing.•Formulated new procedures which have enabled substantial increase in receivables collection for accounts over 120 days old.