Sustainable Performance Innovations delivers consulting, coaching and professional services based upon Sustainability, Innovation, Mindful Leadership, and Continuous Improvement.Areas of Concentration:  1:1 Coaching: Launched “Business Execution Strategies and Tactics” aka BEST one-on-one coaching program for Leader-Managers seeking to create better outcomes in their organizations.  Consulting: Provide frameworks, guidance and coaching for Small Businesses to improve execution, performance outcomes and innovation. Entrepreneurship: Consulting and Design Thinking for entrepreneurs to move ideas from concept to prototype. Areas of Concentration: Innovation Design-to-Impact | Design for Sustainability & Environment || Design Thinking | (E-C-O-S) Employee-Customer-Operational Success | LEAN Six Sigma | Strategic Business Process Design | Change Leadership and Execution | Project Championing | Mindful Leadership | Operational Effectiveness | Continuous Improvement > Social impact: Social impact is woven into business concepts whenever possible. In addition, @sustainablepi participates in speaking, volunteerism, or pro-bono work as opportunities arise, in the spirit of gratitude.

I am a GLG Professional Council Member. GLG is a world-leader in the field of connecting business to insight via interaction with experts to gain answers to their toughest questions. As a Council Member, I consult with GLG clients over the phone or in person, through small group meetings or longer-term board or special advisory positions.

I am registered as a consultant for contract work through Business Talent Group. Business Talent Group delivers highly curated independent consultants, vetted to meet client's needs. Another advantage of working with BTG is I am able to leverage their network for projects that are beyond my area of expertise, and/or scope. This opens up additional project opportunities as I build @sustainablepi and gives S-P-I the capability to deliver a better overall customer experience.

I am a Knowledge Partner via the Lynk Global network. Lynk was founded with a mission to democratize access to knowledge, by leveraging proprietary technology and employing high calibre people, from a diverse range of backgrounds.Lynk connects experts to users seeking their knowledge, and insights. Whether users have a quick question, or need an extended engagement, Lynk can leverage a growing global network to find the right person to help. https://lynk.global/en/

 Nominated by Regional Leadership, I was one of 25 employees selected in Q4 2013 into this role with Verizon’s Business Transformation team. Led and contributed to large-scale cross-functional Enterprise projects. Provided leadership expertise in Project Leadership, Change Management, Strategy, Process Improvement and Execution. Met complex business requirements, delivered over $5 Million in EBITDA contribution while improving quality & efficiency.  Coached and mentored 2 Green Belt employees through to certification. Earned Lean Six Sigma Black Belt certification. Work Impact: > Contributed and/or led enterprise-wide cross-functional Business Transformation initiatives with complex business requirements and annual EBITDA impacts >$1M. > Completed Verizon LSS Black Belt certification (4-month course of LSS study, LSS Exam, Change Execution, Project Management, LSS Workout facilitation, Agile Methodologies), 2 Green belts certified, 2 Black belt projects completed. Day-to-day:> Spearheaded large-scale, cross-functional initiatives that aligned with Verizon's business transformation principles: Digital First, Simplicity, Low Cost Structure and Customer Experience> Acted as a change agent and expert in strategy, process and change execution , meeting complex business requirements, while also improving quality & efficiency> Managed project timelines and milestones, and phases according to schedules. Managed project financials and story board in Instantis (project reporting system) > Ensured tight communication with process owner, project champion> Scoped >30 newly assigned concepts, validated project potential & actively managed pipeline> Coached and mentored Green Belts on their project, tool learning, tool use

Overall Impact: Increased emerging product sales & wireless revenue in consumer sales channels across 200+ locations in OR/WA & ID. Achieved enterprise-leading results in the above objectives multiple times, and consistently achieved exceeding>exceptional ratings for the year across 25-50% of our quarterly team targets.Day-to-Day:> Developed strategies for go-to-market and led field engagement execution to accelerate sales growth while promoting industry leading customer experience> Performed planning and coordination with multiple stakeholder groups internally and externally> Conducted regional sales forecasting, territory planning, and sales analysis> Drove continuous improvement of sales processes to enhance productivity and efficiency> Provided product and technical knowledge, plus sales coaching and acumen to field personnelLeadership comments: "I have observed Mark be engaged in strategic initiatives and overall analytics; the analysis has been invaluable in identifying the right strategy to put in place to move performance. Mark is engaged with the channel and has demonstrated great follow-through." ~ A. Dugar, PNW Region Sales Director, 8/2013

Overall Impact: > Led the regional team and integration of the RCC Unicel organization in the Pacific Northwest during the RCC merger-acquisition by Verizon. Oversaw operational readiness planning for employee and distribution channel integration, customer handset migration, brand launch, and billing conversion. > Successfully on-boarded 150 employees, converted 10 RCC-Unicel retail stores to VZW within a 60-day period, and migrated 87,000 customers to Verizon service, including a technology migration from GSM to CDMA devices. > Accomplished an integration deemed "highly successful" by senior leadership within VZ, and received a commendation from COO Jack Plating, as well as regional recognition.Awards: 2008 Pacific NW Region Hero Award, 2008 Service Legend, 2008 Winner's CircleLeadership comments:"Mark's performance on the RCC integration project was outstanding during 2008. He successfully completed the initiatives that were paramount to the success of the integration project."~ D. DeSmith, Area Director, RCC Integration, 1/2009"The integration of the RCC properties has gone very smoothly, Mark has done a good job ensuring timelines and critical actions were achieved. Morale among the new employees has remained high during this period of uncertainty." ~ A. Gaviola, Finance Director - PNW Region, 1/2009"Mark, from day one of the RCC integration has done an outstanding job. Mark is detail oriented and a strong communicator. Mark's leadership has made the integration a well coordinated and successful effort."~ K. Meleen, Director, RCC Northwest, 1/2009 "Your leadership and tireless efforts to ensure every detail was thought through has shown up via strong results and employee satisfaction. I appreciate your leadership and focus on the sensitive issues that can arise during a complex transaction such as this." ~ K. Kurtzman, VZ Region President, 1/2009

Overall Impact: I led and oversaw the team and operational performance of up to 10 multi-million dollar Verizon Wireless retail stores in multiple districts throughout Oregon and SW Wash. I was responsible for up to 130 employees and stores that produced up to 55K contracts and 70K device sales per year, accounting for over $2.8 million in monthly revenue. I became a go-to DM for leadership, and repeatedly took on under-performing stores and built successful teams that regularly achieved high ranking sales and operational results. · Highly engaged with hiring, employee and leadership development, with numerous employees promoted into leadership positions. · Involved in site searches, new store build/launches of 4 successful new locations.

Overall Impact: Successfully completed a 6-month developmental role as Acting Sales Director from May 2003 to October 2003. Oversaw and led the day-to-day operations of the Indirect sales team, which achieved indirect channel’s monthly quota of $60M in revenue for Washington, Oregon, Idaho, Montana, Wyoming and Utah.

I was responsible for the team that supported 350+ Agent and Retailer locations in Oregon/SW Washington. We achieved consistently strong results for customer growth, revenue growth and employee satisfaction over the 3 year period.Objectives:Customer & Revenue Growth: Implement sales, marketing, merchandising, and advertising/promotional programs to drive sales and revenue growth Operational excellence: Oversee and manage the operations and budgets of the Indirect channel / Oversight of sales modules, quotas, market coverage management, and regional sales promotions and contests. Distribution Growth: Direct local contract negotiation and start-up implementation of new accounts / Develop newly added distribution via marketing, advertising, and sales strategies / Manage all contract negotiations and relationships between agent/retailer and VZW. Customer Retention: Collaborate cross-functionally to analyze issues impacting the Indirect channel / Recommend, develop, and implement solutions to improve customer experience. Leadership comments:"Mark has developed an exceptional team of individuals in the Oregon team. Mark's efforts to provide career development for opportunities for his staff are endless and legendary." "Mark has a lead-by-example management style.. Mark is clear with his direction and is a valuable go-to person for the Sr. Management team." ~ L. Laing, Sales Director, 3/2001"Excellent feedback from employees with regard to Mark's commitment to his team and their futures." "I believe Mark's overall coaching techniques are stellar as he delivers on objectives.. His communication of the direction, processing of the workload, optimism and vision are all excellent."~ E. Papcun, Sales Director, 6/2000 "Outstanding leadership as the acting Director of the Oregon market for 3 months, leading the team through the critical 4th quarter and a fabulous December."~ K. DeLaney, VP Sales, 3/2000

Led team of 15 that supported 350+ Agent and Retailer locations in Oregon/SW Washington during a period of intensifying competition and growth in the wireless industry. My team consistently produced strong results for customer growth, revenue growth and employee satisfaction over the 3 year period. Objectives:People Management: Meet/exceed goals defined by the AirTouch people management model, and measured via employee satisfaction surveysSubscriber & Revenue growth: Maintain and grow existing agent performance / Launch digital cellular and drive sales programs / Acquire new distribution / Implement sales training programs for agents / Oversee local Agent sales and marketing programs Customer retention: Oversee local training programs and execution / manage local customer loyalty programs / Drive adoption of digital cellular productsCost Management: Manage P&L items pertinent to Indirect sales / Oversee sales program expenditures Key Results:1999 - 1998 - Achieved 123% to plan for new subscriber growth / Beat Cost of Acq. plan and reduced COA Yr/Yr / Achieved exceptional scores for employee satisfaction / Several team employees qualified for President's Club / 1998 Starquest Winner for sales performanceLeadership comments:"Mark's extensive wireless and consumer electronics background continue to be an asset as his team achieves record growth & competitive advantages. His top employee satisfaction scores indicate the focus of his team & productive work environment he creates"~ K. DeLaney, Sales Director, 1/1999

As an Account Executive I was responsible for 3rd party agents and retailers throughout Oregon/SW Washington. My team and I played an integral role in developing agent/retailer wireless distribution as we transitioned from GTE Mobilnet to US WEST Cellular in 1995 and to AirTouch Cellular in 1996.Objectives: Drive Customer Growth: Conduct local area marketing and advertising (via Agents/Retailers) / Acquire new agents / Perform business planning and development / Developed a partnership program, where agents and B2B collaborated on small-medium business sales.Manage Churn and COA: Develop and implement programs with agents/retailers to improve customer experience / Negotiate contracts / Manage sales program dollars (~$2M/yr)Manage Agent Experience: Train and coach agents on sales, wireless tech, customer experience and operations / Participated in development of "Agent College" program / Conducted internal training for merchandising reps / Developed Agent Certification for OSP program Key Results:1997 - Achieved 108% to sales plan / Grew distribution and implemented agent/retailer quality programs / Recognized for transition leadership / Attained 1997 Reaching Excellence, for cross-functional sales initiative with B2B. 1996 - Achieved 109% to sales plan / churn at 98% to plan, COA of 97% to plan / launched and drove multiple initiatives to improve agent performance and customer experience / Transitioned agents from US WEST to AirTouch / Reaching Excellence '96 qualifier for cross-functional TQM initiative1995 - Achieved 124% to plan / Achieved President's Club recognition for top sales performance / Transitioned agents from GTE to US WEST CellularLeadership comments:

I was responsible for sales of mobile phones and services for GTEM within the Yamhill and Tillamook counties. I was responsible for conducting the entire sales process, from lead-generation thru to implementation and customer relationship management.