Ryan Mayes, Pe, Pmp Email & Phone Number

Nashville, Tn, Us

Atlanta, Georgia, Us

FleetCor (NYSE: FLT) is a B2B & B2G international payment and technology solutions provider. During my tenure, Merchant Services has grown sales 60% and EBITDA 45% with a CAGR of 15%.As Chief Project Officer at FleetCor Merchant Services, I lead the professional services operation that designs, develops, and delivers industry-leading SaaS solutions to Big Oil, retail, and C-Store enterprise customers. Our solutions approach solves complex problems. We enable our customers to retain their industry leading position, increase sales, and improve profitability & brand loyalty.Professional Services is Merchant's go-to-market strategy that capitalizes on its industry experience and expertise, by accelerating to market product innovation and delivery services. In my role, I partner with C-level customers and internal teams across sales & business development, I.T., and technical operations, ensuring that our end-to-end engagements meet expected outcomes and deliver customer value.I developed and launched Professional Services, rapidly scaling the operation and driving net new revenue, by focusing on the following:1) Statement of Work and Project Management Tools: Developing customer-facing frameworks and tools, ensuring clarity and alignment across scope, milestones, communication, and risk.2) Control Management: Designing financial, operational, and change controls, improving decision making across resource costing, margin, and benchmarked profitability.Through my efforts, I have transformed our go to market strategy by driving innovation and influencing change. Our operation has grown rapidly and is now an integral, key growth driver. We now deliver complex solutions to our customers that help them achieve their business goals more effectively.Attached is an Executive Summary of my Successes, Objectives & Key Results (OKRs), and Thought Leadership.You can learn more about our Professional Services offering @ ComdataFuelSolutions.com/smartservices/

Atlanta, Georgia, Us

I served as acting Senior Vice President & General Manager for the Merchant Services line of business within FleetCor North American Trucking. We design, develop, and deliver industry-leading SaaS solutions enabling Big Oil, retail, and C-Store enterprise customers to drive sales, improve profitability, and increase customer loyalty. In this CEO role, I had organizational P&L governance, business unit operations, organizational hiring & firing, and strategic go-to-market responsibilities.As business unit leader in a hyper-growth environment, I managed the business under both short and long-term objectives: 1) I led daily operations enabling our business to meet short-term financial & operating objectives, and2) I led strategic planning & execution designed to develop new partnerships, channels, & products/services driving our business to double-digit growth.My tenure as business unit leader was transformative & distinguished as I drove consistent growth across all product lines and key financial & operating objectives. I led our team to grow sales while simultaneously improving profitability. We delivered to market new products, features, and services, driving net new sales and marketshare, by aligning our core operating functions to expected revenue outcomes. We also evolved our business as we established new API channels and a SaaS cloud-based delivery, delivering significant opportunity to develop new enterprise relationships and net new revenue previously unattainable through our legacy business model. I enhanced our people and talent engine by upgrading & developing personnel. This improved our team culture and enabled greater team cooperation & collaboration.When I exited the role, I left the team and the business in a much stronger, capable position than when I stepped into the role.Attached is an Executive Summary of my Successes, Objectives & Key Results (OKRs), and Thought Leadership.You can read more about us @ ComdataFuelSolutions.com.

Atlanta, Georgia, Us

I served as Assistant General Manager and Acting VP Sales & Chief Marketing Officer during a period of leadership transition at the height of Covid. In this role, I had organizational responsibility for sales & sales operations for all Direct B2B & Indirect B2B Distribution channels, including forecasting, pipeline development, & profitability control. I led all marketing enablement operations responsible for lead generation & acquisition, campaign & targeted messaging, and brand positioning in the marketplace.My tenure was distinguished for driving sales, improving our selling operations, establishing a comprehensive marketing program, and rebranding our business unit as a marketplace leader. I transformed our pipeline management operations by introducing a territorial market assessment model, which focused on lead acquisition & market segmentation by new logo, enterprise, and competitive takeaway. These recurring reviews enabled rapid identification of strategic business unit deals, particularly those requiring senior leadership and support to close. By design, our sales funnel increased and our forecasting accuracy improved through the introduction of pipeline stages.I simultaneously established and led a comprehensive marketing program, partnering with an industry agency to build an operation reflective of an industry leader. We repositioned our brand archetype and upgraded all collateral and go-to-market content. Competitive landscape analysis was developed, allowing the creation of targeted materials and selling solutions. And we launched a new website with a new and integrated CRM, allowing funnel management for the very first time. Lastly, I transformed an existing inside sales function, transitioning it from inbound order entry to outbound proactive sales acquisition.Attached is an Executive Summary of my Role Successes, Objectives & Key Results (OKRs), and Thought Leadership.

Atlanta, Georgia, Us

I joined FleetCor Merchant at a time when 15% year-over-year sales growth was outpacing operations capabilities, requiring a senior leader to relaunch and scale its implementation services. I served as Director & Project Management Officer for all US Operations, leading a team of project managers, technical service specialists, & implementation technicians. Our team was responsible for all customer initiation, onboarding, and custom service delivery. My team was strategically positioned between sales & business development and customer & engineering support operations, with direct responsibility for converting closed won sales to booked revenue.I also served as chief integration lead for all enterprise delivery engagements. These engagements were custom in their complexity & duration, delivering new products, features, & capabilities. As lead, I delivered value through each measured milestone enabling our customers to increase revenue, profitability, and brand loyalty.During my tenure, I implemented a PMO to standardize and automate all project lifecycle operations. I further transitioned manual processes and systems to Smartsheet enabling project execution, monitoring & controlling, and communication in real-time. This allowed our team for the first time to utilize performance measurement to track service levels, performance to benchmarks, and develop accurate fiscal forecasts.Establishing a PMO transitioned our business and achieved the following 2 key objectives:1) Increased the amount & velocity of revenue bookings (projects), improving predictability, quality, and profitability without increasing headcount, and 2) Served as the foundation for launching a professional services program that Merchant can take to market as a new revenue stream, utilizing its market leading position, knowledge, and expertise as market differentiators.Attached is an Executive Summary of my Role Successes, Objectives & Key Results (OKRs), and Thought Leadership.

Brentwood, Tn, Us

Tractor Supply Company (NASDAQ: TSCO) is a B2C US consumer goods retailer. During my tenure, the company increased sales 250% and grew store count 200%. The company established an integrated omnichannel operation, entered into new geographies, and introduced new products & services.I served in a new role responsible for providing direct sales and support services to all US in-store employees and online customers. I consolidated into one business unit two internal teams and one outsourced team requiring an in-house transition. The team quickly evolved into continual 16/7/363 operations accompanied with a business unit structure staffed with managers and specialists to enable team growth. Our team worked with all internal departments becoming a trusted business partner for execution, support, and insight, fully aligned with the organization’s rapid expansion and evolving test-and-learn piloting approach.Upon 18 months of entering my role, the new business unit was operating at performance levels benchmarked by Forrester Research for top shared services organizations within North American retail. Achieving this prestigious distinction relied on three key strategies:1) Design a forward thinking and executable strategy focused on business transformation acknowledging the organization’s growth objectives,2) Develop a communication plan to acquire senior leadership support through the change management program, and 3) Project plan all operations and systems improvement opportunities ensuring a balanced relationship between people, process, and technology. Not one improvement project, systems integration, or phased approach caused any service downtime or loss of service. Selected amongst national entries to present the business unit transformation case study at the national services conference.Attached is an Executive Summary of my Successes, Objectives & Key Results (OKRs), and Thought Leadership.You can read more about us @ TractorSupplyCompany.com

Brentwood, Tn, Us

I served as Managed Services Manager leading the organization’s indirect e-procurement supply chain operations. These 11 nationally contracted industry alliances & partnerships consolidated spend under management, each having its unique operating supply chain. Span of program control varied extensively across MRO, energy management, equipment, and vendor services having full responsibilities ranging from RFPs & bid management, contract & service level negotiation, and operations management. We worked with all internal departments & executive leadership, field operators, and vendor C-Level partners. My tenure as business unit leader was transformative as I increased program service levels while reducing both annual spend & spend per operating store. I implemented operating systems and financial controls across all programs, which increased visibility, productivity, and accuracy. I introduced service levels and benchmarking through performance management tools & dashboards, including financial kpis allowing outlier identification and fiscal budgeting.I strengthened partner alliances into valued, long-term relationships by introducing a partnership philosophy predicated on mutual success, healthy margins, accountability, and measurement to agreed upon success factors.I was also innovative and instrumental in nationalizing the organization’s energy spend into a national program, including the contracted purchasing of energy in open deregulated markets. I also transformed the 3PL MRO program into 4PL and established international vendor sources, JIT fulfillment & next day delivery, and seasonal inventory builds.These profound operating and financial results served as one foundational pillar for the formation of an organized sustainability effort and eventual creation of the organization’s Corporate Stewardship Program.Attached is an Executive Summary of my Role Successes, Objectives & Key Results (OKRs), and Thought Leadership.

I made a lifestyle change moving from New York City to Nashville. I worked for Investment Scorecard, Inc., at the time a 10-year old private equity held fintech start-up. Scorecard’s business model was unique, transforming API transactional data into financial performance reporting for organizations serving customers in the private wealth management, investment, brokerage, and advisory services space.I served as Director, Implementation Services and Partnership Manager directly responsible for customer onboarding and API enterprise relationship management. I implemented program management operations enabling our team to standardize and accelerate customer onboardings. This improved CSAT & quality while eliminating revenue backlog. Our closed won sales then booked to revenue same month. I also led a matrix model managing all new API development engagements, working closely with external C-Level and internal stakeholders in sales, operations, and technology. These engagements allowed Scorecard to grow its customer base and marketshare.

Armonk, New York, Ny, Us

I served as a management consultant for IBM Global Services, enterprise application development practice, based in New York City. Global Services was IBM’s consulting line of business responsible for technical solutions delivery. I worked in a matrix-based business unit having primary project responsibilities for technical analysis, operations improvement, and solution delivery. The longest project engagement that I served on premises at IBM corporate headquarters in Armonk, NY for the international client, IBM Global Financing. Global Financing is IBM’s $40B annual revenue leasing business unit for customer equipment, services, and support. The project charter involved transitioning all legacy, disparate Global Financing technologies and operations onto a new, uniform SAP operating platform. The engagement involved over 100 IBM Global Services consultants, Global Financing stakeholders and project team members, and SAP Germany project team members. My primary responsibilities included developing and automating the engagement’s comprehensive project status, escalation, and milestone reporting. I also developed communication reporting for project senior leadership and stakeholders. I was successful in automating the reporting suite improving situational awareness from a one-day lag to same-day.

New Brunswick, Nj, Us

I served as an MBA summer intern for Johnson & Johnson working in the information management department at the Sales and Logistics Company. I supported J&J’s remote field sales team members, who had territorial sales and account relationship responsibility with big-box retailers selling J&J consumer products. During my internship, I analyzed all current operating and technical procedures related to J&J’s field support strategy and provided senior J&J leadership implementable improvements and action plans for efficiency gain.

Master Of Business Administration - Mba

Master Of Engineering - Meng

Bachelor Of Science - Bs, Industrial Engineering

Digital Marketing Certificate, Digital Marketing

Finance Essentials Certificate, Finance