Scott Kolbfleisch Email & Phone Number

Sunbury, Oh, Us

Dallas, Texas, Us

Director Trades Center (2020-2023)Directed the General Trades / HVAC Center Program, leading a team of six managers and their direct reports, structured into 2 departments. The quote review team, responsible for assessing 2800 quotes weekly, maintained a notable overall client rejection rate of under 13% across a nationwide client base. The responsive on-demand projects team adeptly managed both intricate small-scale and large-scale projects, consistently achieving an average annual revenue generation of 18 - 22M.Operational Efficiency and Financial Management:• Managed the team to successfully complete projects within the 4 - 5% COGS goal.• Created budget plans for both departments est. 25-28mil, presented to Executive leadership, and conducted reviews for all direct reports.Strategic Collaboration and Project Involvement:• Participated in RFP process for large-scale HVAC projects, collaborating w/the Sales & Solutions team from bidding to invoicing.• Enhanced program efficiency through strategic planning, resource allocation, and time management processes.

Dallas, Texas, Us

Led a team comprising 34 Service Delivery Coordinators, 4 senior coordinators, and 4 Program Managers assigned to Lowe's South and West Regions. Successfully reduced aging volume from 1,350 work orders to 600, concurrently decreasing the over 30-day percentage from 30% to 14% of the total volume. Collaborated and strategized with Lowe's Regional Directors and Facility Managers nationwide, playing a key role in the efficient management of a $150M budget, covering both planned and unplanned spending.Invoice Management and Process Optimization:• Managed under-review invoice inventory, ensuring a continuous flow of invoices for processing through Accounts Payable team.• Successfully reduced stagnant work order numbers 100+ to less than 10 over 7 days, ensuring streamlined processing.

Columbus, Oh, Us

Managed a team of 21 service coordinators, 2 senior coordinators, 1 trade specialist, and 2 program managers to deliver all client Dollar General commitments, as well as a team of 10 coordinators, 1 trade specialist, and 2 program managers on the Walmart (direct), and CBRE / Walmart account. Estimated revenue of $1.2M - 1.5M projected monthly by Dollar General, including the Septic Preventive Maintenance program totaling $30M.Financial Oversight and Process Enhancement:• Conducted weekly budget analysis to ensure the team met monthly goals.• Implemented an online ordering process to reduce material waiting time for Walmart direct account work orders.

Columbus, Oh, Us

Managed a team of twelve service coordinators, one senior coordinator, and one trade specialist for the launch of the Dollar General account. Created the Portable Toilet program aiding stores operating with no working restrooms, resulting in $1M additional revenue for the client. Created additional SOPs for car strikes, natural disasters, and the work found on the PM process.Financial Growth and Program Management:• Grew the budget from $750,000 to $3.1M for the Septic PM program and managed the process that accounted for these work orders from dispatch to invoicing.Quality Assurance and Key Performance Indicators (KPIs):• Created a Quality Assurance Form focusing on KPIs (key performance indicators) led to a successful work order cycle.

Englewood, Co, Us

Successfully establishing and leading a high-performance team of 6 coaches and 72 customer service representatives, delivering superior levels of quality and service. Excelled in surpassing KPI requirements by implementing innovative service call processing, resulting in a remarkable 55% reduction in cost per minute. Earned recognition with a top 10 ranking in enterprise-wide metric stack scoring, covering key metrics such as AHT, CSAT, QA, and Repeats.

Englewood, Co, Us

Piloted feedback sessions where each customer service representative received individual feedback on their QA score, including strengths and opportunities. Hilliard’s Quality assurance team was the only site in the enterprise that was above 100% for each month of the year. Implemented new “Customer Satisfaction Up-Training” focused on understanding customer cues and confirming satisfaction before ending each call, resulting in an increased site AVG score from 4.2 to 4.33, in the top 5 in the enterprise.

Bachelor’S Degree, Business Administration, Management And Operations

Associate'S Degree, Business Management, General