Scott Shelton Email and Phone Number

-Direct land acquisition strategy for the Chicago market -Negotiate financial/contractual terms, analyze cash flows, cultivate relationships with capital partners. -Achieved highest total of of signed contracts in Chicago’s operating history.

-P&L leader for $250M operation; led all operations including sales, construction, service , admin and land acquisition teams for Nashville, Chicago, and Indianapolis markets. -Achieved significant growth and market share gains, turning around performance to a #2 market share position in Nashville. Achieved a top seven market share position in Chicago from a startup. -Achieved revenue growth over $200M, new order growth increased by 140% while increasing EBITDA 13.5X and expanding operating margins by 400+ basis points.-Developed management team depth to split Nashville market into multiple profit centers for continued expansion. -Led acquisition strategy for over 3,000 lots to grow the business and set for growth. -Sourced, structured and developed our 125+ team members.

-Selected by CEO for a new executive role leading a platform to drive sales and marketing best practices and SG&A leverage across the enterprise.-Developed the strategy, objectives and initiatives to lead improvement programs across the sales and marketing function.-Forged relationship with regional business leaders to launch new programs: Sales manager training, marketing effectiveness metrics, and insightful customer analytics.-Launched an enterprise-wide online presence to improve online lead capability and conversion.-Developed a centralized customer care call center and an online ticketing system decreasing resolution time and enhancing the overall customer experience.-Developed KPI’s for marketing effectiveness, reduced $10M in advertising expenses through consolidation of services and reduction of ineffective campaigns.

-P&L leader of a $50M profit center with 65 employees while quickly adapting to the homebuilding industry. -Orchestrated turnaround of division culture and performance. Resolved preexisting internal audit and management issues, improving operational controls by over 60%-Added management talent to the team to drive operational improvement and stability. -Improved profitability and preserved key personnel during the historic housing downturn.

General Manager Crouse Hinds, Hartford, CT• Led P&L and a team of 120 manufacturing and management team members.• Grew revenue and EBITDA through product and account development• Positioned the department to pilot the implementation of the new SAP enterprise system, providing valuable feedback and lessons learned ahead of the full company launch.Director of Business Development • Led strategic planning and acquisition and development for the company portfolio. • Oversaw acquisition process of company as the primary liaison with investment bankers, while managing due diligence and the development of the company pitch book.• Researched acquisition targets and reviewed findings and financial models with the CEO.• Developed long range strategic plans with North American and European operating Presidents.

• Held responsibility for analyzing pricing trends and managing strategic pricing decisions on a national scale for the $200M North American distribution channel.• Realigned the sales organization and designed new territories to achieve growth. • Fostered strategic relationships with national and independent channel partner leaders.