Nate Kasper, Mba Email & Phone Number

Springfield, Mo, Us

Springfield, Mo, Us

Work cross-functionally with leaders across Finance, Marketing, and Sales throughout North America. Support NA leadership with timely reporting measurements, analysis of financial health of the business unit, and KPI feedback and analysis to maximize spend. Key projects include:- SOP creation for Marketing Finance management- North America finance partner on first major sponsorship with Major League Baseball- Monthly close and forecast analysis- Annual budget review and revisions- KPI feedback and analysis for all spend- Review vendor results to maximize ROI- Support global team with all NA cost centers

RETAIL / E-COMMERCE STARTUP CLIENTSRetail consulting services focused on market penetration, sustainable marketing efforts and pricing / reward structure. Supported multiple clients with their B&M and online retail stores, including full brand development, inventory management, vendor negotiations and financial infrastructure.

NON-PROFIT CLIENTSMilestones was founded with NFP in mind. Holding clients throughout the NFP industry, I have provided a myriad of services to support these clients. These clients include 501c3 philanthropic organizations, community support organizations, religious organizations and healthcare companies. Other clients include 501c6 membership associations. Services provided include full Business Plan, Marketing Plan and Strategic Plan creation and implementation. Rebranding, marketing, and communication revisions to improve the overall story and external engagement for the clients. SOP creation and administrative support to help foster more professional work environment and protect the organization from potential legal and fraud issues. Once clients have established their identity, main support is Business Development. From online presence and tone to in-person engagement and donations, I help NFPs obtain the funds they need to continue making a difference. We help with grant writing endeavors, messaging, donation requests, service offering, and other business development aspects for NFPs.

FRANCHISEE / FITNESS CLIENTSFitness consulting was requested from a few new clients looking to enhance their business profile and expand their business offering during the COVID shutdowns. We focused on unifying the online branding from a word-of-mouth marketing campaign, and established subscription based revenue models to facilitate online communities during lock-downs.

Nixa, Missouri, United States

Jordan Essentials is a small, local, family-owned business in the direct sales industry. Serving as the DOO/GM, I helped improve the manufacturing process, increased employee retention, decreased shipping and manufacturing related expenses, and helped support the founder in growing the business to the next level.Implementation of LEAN manufacturing practices resulted in improved efficiency on the manufacturing line by 30%, order pulls improved by 40% and shipping stations efficiency improved by 60%. Negotiations with vendors improved margins, and facilitation of cross-functional decision making helped support a lower cost of goods overall.

The ultimate COVID story....Lead Management Services was started to support small business owners with a tested and validated digital marketing strategy. Focusing on initial franchisees within the boutique fitness industry, we quickly realized industry leading results. Our SQO ($12) was half the cost of leading competitors; MQL ($4) was 1/3 that of our competition. The LTV of our leads was generating twice the amount prior to our arrival, as we grew retention from 4 month average to over 9 months with our program. Word of mouth between franchisees expanded as we grew out our program and ensured we tested our efficacy prior to expansion. Growing from startup to 40 clients in 14 months, we looked to expand to other subscription-based small business models, invested more personal funds and went for it. March 2020, came and our clients, who were able to survived initial shutdowns, weren't able to rebound from the second one. Rent kept mounting and our clients ended up shutting doors as they couldn't meet in person. Cash strapped, we paused our business.In the end, our results worked, our model worked and LMS helped our clients. As COO, I am proud of what we accomplished and happy to see the results we created.

Omaha, Nebraska, United States

FAMILY ENTERTAINMENT CENTER (2016 – 2018)Was presented a unique opportunity to support a local 46,000 sq ft FEC with arcades, laser tag, roller skating, bumper cars, play structure and roller coaster, plus fast service restaurant. The contract included an option to purchase the business. This contract included a full brand development campaign, reorganizing the communication and marketing strategy, realigning the pricing structure, establishing SOP and employee retention plan, connecting with community leaders and families.

Valley Hope created one of the original EHR systems in the SUD industry. Joint Commission asked Valley Hope to sell this software. In starting this sales strategy, we soon uncovered additional services were needed, including utilization review, insurance billing support and consulting. Having been involved in the industry and establishing the sales team and commission structure for this business, I was asked to return to Valley Hope's new subsidiary that struggled in Year 1. As COO/GM, I was first tasked to perform a company progress report, uncovering struggles within the pricing structure that had been created, deficiencies in the software versus competitors, and high building costs. Board was reviewing viability of the organization, so I was tasked with providing an honest view.In the end, determined the cost to update the software to relevancy was too great, partnered with a strong competitor to absorb our clients, and shut down the EHR portion of our business. Further, in performing a cost-analysis of our third-party support clients, I uncovered contracts were not cost effective and therefore renegotiated contracts, collected bad debts and created profitability. Finally, focused on headcount costs and reorganized the team to develop higher efficiencies, removed high cost executive salaries and created an organizational structure that supported long-term growth.Realized $1m profit in Year 2.

While supporting our CEO as his Chief of Staff, he was asked to be board chair of the industry association. This association had some difficulties within the operations, some financial mismanagement, and need some SOP integrity within their operations. In addition to my Valley Hope responsibilities, the association board asked me to come in as a Consultant supporting the operations, business development, and establishing management policies to protect the association. Expanded responsibility as interim-Executive Director, full responsibility of annual conference (marketing, communication, contract negotiations, sponsorship and attendance sales, speaker engagement, checkin, golf tournament, etc.), growth of membership revenue and participation, increase in public policy support and roll out of the ACA.During this time, I was actively involved speaking engagements, media relations, integral in pulling the industry together and impacting the MHPAEA Final Rules, and establishing future objectives for the industry. Drove cross-member partnerships and support in helping SUD patients.

Constantly expanding role within the corporate office of Valley Hope. With 17 facilities in 9 states, this position focused on everything non-clinical throughout these centers. Supporting the executive team as an onsite proxy to help create SOPs for each center and the leadership, I trained and developed the business office, served as corporate support and liaison for the team, drove change and enhancement rollouts to all centers. Further, supported clinical team as liaison with IT and software team to help with company infrastructure and software updates. As roles expanded, moved from reporting to COO to CEO and served a more direct support role. Continued with center oversight, but served as Chief of Staff for the CEO. Supported in travel schedule, served as proxy when necessary, provided operational insight for better pulse, and facilitated cross-departmental synergy.

Bachelor Of Business Administration (Bba), Marketing

Master Of Business Administration (Mba), Business Administration And Management, General