Randy Dobbs Email & Phone Number

South Carolina, United States

Franklin, Tennessee, Us

Seattle, Wa, Us

Author of Transformational Leadership a book designed to help CEO's and business leaders improve their leadership capabilities. How? Find the secret sauce to transform your organization and achieve winning financial results. This book is based on my 36 years of experience 29 of those working at G.E. as an officer for Jack Welch and various other positions. Learn how I transformed USIS, Philips Medical Systems and various divisions in G.E. into financial success.

Tempe, Arizona, Us

At American Vision Partners (AVP), we partner with the most respected ophthalmology practices in the country and integrate best-in-class management systems, operational infrastructure, and advanced technology to provide the highest quality patient care possible. Our practices include Barnet Dulaney Perkins Eye Center, Southwestern Eye Center, Retinal Consultants of Arizona, M&M Eye Institute, Abrams Eye Institute, Southwest Eye Institute, Aiello Eye Institute, and Moretsky Cassidy Vision Correction. We are focused on building the nation’s largest and most comprehensive eye care practices and currently operate more than 100 eye care centers in Arizona, New Mexico, and Texas – including 25 ambulatory surgical centers. At AVP we value teamwork, providing exceptional experiences, continuous improvement, financial strength, and hard work. We are committed to providing best-in-class patient care, pioneering research and technology, and most importantly, rewarding and recognizing our employees!

Scottsdale, Az, Us

Responsible for providing the strategic vision, leadership mentoring, and organizational direction and guidance in setting the pace for Matrix’s double-digit growth and service expansion.

New York, Us

Joined WCAS in 2009. At WCAS responsible for helping portfolio companies to identify and implement initiatives focused on growth and operational improvement.

Chief Executive Officer (CEO) of USIS, an information and security services company serving human resource, insurance, government agencies and national secuirty markets. As CEO, I provided leadership, vision and strategic direction for USIS to assure the progressive expansion of business solution and risk management services in government and private sector industries.

In April 2003, I accepted this position and moved to Philips after 29 years in various jobs at General Electric. I have direct responsibility for a Field Sales and Service organization of approximately 5500 people who sell, service and maintain Medical Diagnostic Imaging Equipment to hospitals and clinics across the United States and Canada. This business is a P & L with over $3.3 Billion in revenue, which in turn produces in excess of $240 Million in net income. This is a highly technical product that is FDA regulated and our business is conducted with both private, public and government institutions. My first year in this position has been all about creating a business strategy, the organization and the execution processes to take over $5 Billion in acquired companies and consolidated them into one Philips organization delivering complete solution to our customers. In order to accomplish this, I achieved a major restructuring in the first 90 days and established an entire new staff in the first six months. I have communicated the vision and the operating strategy to all this dispersed team via a weekly e-mail to all 5500 employees to keep them abreast of the plans directly from my office. I have visited over 70 customers in the first year to understand the needs of the business from a customer perspective and I have conducted Town Hall meetings face to face with over 3,000 of the employees in this same timeframe.I have brought a new level of communication, accountability, execution, planning and ownership to this organization and it is resulting in improved financial results, improved employee morale and market share growth. In the first half of 2004, orders/share are up 3 points, revenue is up 5% and income from operations is up 33%.

Boston, Ma, Us

In February 2000, I assumed responsibility for this business after serving as the Global Services Leader for this same business for two years. The business was losing over $100 Million a year net from operations. The business was the result of over 50 acquisitions and they had never been sufficiently integrated. The collapse of the IT market coupled with the business issues around integration, cost and execution had this business on a serious downward spiral and at the time it was the single largest money problem in GE Capital. From February 2000 until March 2001, I performed major restructuring to the business, sold off several assets, implemented price actions and shifted the business strategic focus to create a game plan to return to profitability. Over the next seven quarters the plan was implemented and at the conclusion of 2002, the business had returned to a small profit of $12 Million, which was a swing in profitability of over $110 Million on less than half the volume achieved in 2000. I was awarded the “Turnaround Business of the Year” by Jeff Immelt for all of General Electric. I left that business in March 2003 out of my desire to return to the Medical Industry.

Boston, Ma, Us

A third cross business move with global responsibility for a $1.1 Billion information technology maintenance and professional services organization. The organization consists of a North American pole (US and Canada), Latin America and Europe, with a small organization in Australia, as the only Asian Pacific operation. There were approximately 5,500 people responsible for break/fix maintenance, systems networking, systems integration, out-sourced managed services, project management, and information technology consulting. These services were provided direct to end-users who own / utilize numerous hardware bases, and multiple software systems to operate their business operations. In the last six months I shifted the business from event-based to annuity-based for revenue growth and margin improvement.

Boston, Ma, Us

Completed another cross-business move with responsibility for a $400 Million Engineering Services organization in North America, Canada and Latin America. My organization consists of more than 1,800 personnel responsible for design, installation, implementation and sustaining service for total process systems, in industries including paper, metals, food & beverage, pharmaceuticals, and semi-conductors. In the two year assignment revenue grew 60%, through both core growth and $90 Million in service business acquisitions. In that same time period, operating margin grew 95%, via service technology changes and acquisition leverage.

Boston, Ma, Us

Completed a cross-business move with responsibility for a $200 Million service portfolio in more than 1,500 hospitals and clinics across ten states and Latin America. My organization consisted of 800 field personnel installing, providing warranty coverage and maintaining long-term maintenance coverage for Medical Diagnostic Imaging Equipment. We increased revenue by 23%, and controlled expenses to subsequently grow operating margin by 32%. Total cost productivity exceeded 24% total in the last three years. I personally lead the service division in development and implementation of new field service management structure, which eliminated a management layer, and required me to personally accept 33 direct reports.

Boston, Ma, Us

Promoted to this cross-functional position after years of strong manufacturing performance, overall responsibilities included strategic planning for prioritization of customers, products, and applications in a $300 Million marketplace, and serving as liaison between manufacturing and field sales in order to grow business results. Achieved revenue growth objectives via our market strategy over a two-year period, while at the same time over-achieving our price objectives.

Boston, Ma, Us

As a result of ten years of varied, successful management experiences, I was promoted to the above position. During my four-year tenure, in this foreign production facility was doubled in size and output was increased four-fold. I learned to operation in and value a foreign culture as all day-to-day transaction were conducted in Spanish. Job responsibilities included daily operations, business growth focus, plant and equipment procurement, union negotiations, and community relation’s responsibilities.