Mark Springstead Email & Phone Number

Ontario Lottery and Gaming Corporation (Toronto, Ontario)Leading lottery and gaming government agency focused on responsibly generating revenues to support provincial health care, physical fitness, sport, recreation and cultural programs with a vision to be the role model for gaming entertainment worldwide.Project Manager/ConsultantJan 2006 – Current• Report to the Director, Policy, Planning and Continuous Improvement• Lead a cross functional team of senior directors/managers and senior legal counsel in the development and implementation of OLG’s new Retailer Agreements and initial Retailer Policy Manual. Lead functional areas in the development of sections (Distribution, Promotions, Support Centre) of OLG’s regulated Internal Control Manual• Lead a team of Executive Director/Directors in the development of a CEO approved Retailer Optimization strategy which included new retailer selection guidelines, a retailer performance program and cost effective approach to eliminate antiquated retail hardware at low volume retailers• Lead an internal project team of Directors/VP to restructure OLG’s sales force, resulting in a projected net decrease of 21.4% in annualized operational costs while maintaining high service levels to priority accounts. Planning and implementation occurred within a four month window• Lead the procurement and logistics planning, including 3rd party vendor negotiations/liaison, for the rollout of 3,000 new wireless jackpot signs at priority locations, resulting in incremental sales growth of 4.5% for OLG’s two largest brands. Nominated for OLG's prestigious OPAL award• Business Lead to develop the business case, plan and procure lottery terminals to expand the terminal network by 350, resulting in estimated annual increase in net revenue of $19.1 million• Lead an internal/external cross-functional team to deliver a $1.5 million Prize Centre renovation project on time and 7% under budget, resulting in enhanced customer experiences

Reported to the Vice-President, Sales and OperationsAccountable to coach, motivate and train 6 Retail Account Managers and 12 Sales SpecialistsExceeded district sales targets ($325-$360 million) in each year by up to 4.4%Cost centre expenses were below budget in each yearAchieved a 94% Leadership/Direction score on Employee Engagement Survey vs. 51% OLG average Developed retail planning processes and role and assumed accountability for the retail planning function, on top of Sales Manager duties, for a period of four yearsBusiness lead to develop the retail training and logistics for the roll out of new lottery terminals to 8,200 retailers across the province in 2002-2004Business lead to develop and manage the training/merchandising logistics to expand the lottery terminal retail base by 600 within 8 monthsDuring a period of very limited upward mobility, successfully hired and developed the only three Sales Representatives that earned a promotion

Reported to the Vice-President, SalesAccountable for the sales force, telesales and warehouse regional operationsExceeded sales targets ($250-$325 million) in each year leading to maximum incentive paymentsCost centre expenses were below budget in each yearLead a short staffed supervisory team (2) through a major transition and restructuring three year period while maintaining the engagement of 40 staff. Operating budgets were cut by one-third.Seconded to transition project team for 18 months to develop the sales and service model and the logistics of home office setup for 70 Sales Representatives. Maintained Region Manager accountabilities during this time