Thomas H Roberts Email and Phone Number

New role within SVDP - Cincinnati. Primary focus is supporting our network of nearly 60 Conferences, comprised of over 1,000 Vincentians (volunteers). Otherwise, previous role description still appropriate.

Led & facilitated value delivery to our neighbors in our community thru our Staff, Conferences, & Vincentian volunteers; Provided the opportunity for spiritual advancement while extending compassionate & dignified connection, including material support, to those in need; All consistent with the mission and legacy of the Society of St Vincent de Paul internationally. Significant contributions included key role in creating & executing upon 2019-23 Upward Together strategic & operating plans and planning/opening/operating our new Neyer Outreach Center.

Led trans-Atlantic Team (North America & Europe) to advance the Eloquence software solution, expand the base of satisfied customers, and profitably grow revenue generation as the fuel for further enhancements.- Created Team-wide "ownership" of operating results by emphasizing cross functional collaboration (Engineering/Development, Product, Marketing, Sales & Pre-Sales, Service, & Support) essential to achieve market validation of value proposition and delivery; Minimized functional silos - Responded positively to corporate-wide mandate for ongoing leaning of infrastructure to achieve sustainable, efficient business model; Flattened org chart & deployed more resources closer to prospects, customers, & partners in our targeted industry verticals & segments; Established "culture of winning" within a challenging environment- Generated complementary dual channel market penetration (direct & partner-embedded) creating diversified traction delivering greater awareness & recognition as tangibly evidenced by more buy cycles engaged & more wins realized- Grew total revenue generated by 32% (including new product revenue growth rate of 41%) while shrinking total direct expenses by 43% over 2 complete fiscal years at the helm; Team headcount halved in "rightsizing" over 3 years without increasing reliance on indirect corporate resources- Inherited business unit absorbing over $5 mil net capital investment (deficit contribution margin) and successfully transitioned to a positive contribution run rate achieved in advance of my departure; Truly "delivered significantly more with much less"

- Approached and engaged to provide company and industry-specific expertise relative to Sabin Robbins Paper Company- Subsequently engaged to share expertise and collaborate on a strategic project for a privately held company evaluating an opportunity to expand geographically - Diverse delegated duties performed professionally and efficiently- Achieved established objectives

- Accepted call to presidency in 2003 in the face of extreme strategic and cultural challenges within organization and industry upheaval created by globalization- Re-engaged key employee buy-in through defined mission and value proposition, direct communication and visible leadership-by-example, and transparency- Repositioned executives and profit centers to capitalize on core competencies and replaced counterproductive conflict with collaborative competition- Refinanced working capital facility to provide stable foundation- Improved product sourcing and supply model to realize cost savings and accelerate cash operating cycle- Utilized external consultants to augment strained internal human capital- Reduced targeted overhead costs- Recognized geographically-dictated duality of primary value proposition and structured strategy to match- Ultimately executed sales of majority of operating assets to achieve best-available outcome for full range of corporate stakeholders

- Nurtured sales / credit team collaboration to deepen customer relationships- Produced double digit % growth in annual sales while consistently performing to target collection efficiency (DSO) and uncollectible expense (bad debt loss as % of sales)- Effectively bridged sales and finance functional silos- Structured policies to achieve organizational objectives- Streamlined staff and procedures for improved customer interaction and cost efficiency________Progression / Recognition during this period:1987: Appointed Corporate Officer Appointed Trustee of Sabin Robbins Employee Stock Ownership Plan and Sabin Robbins Employees' Savings Plan - 401(k)1995: Elected to Sabin Robbins Board of Directors and Executive Committee

- Developed industry and organizational knowledge under respected mentor- Growth in responsibility and autonomy in anticipation of mentor's retirement- Accessed function-specific courses and educational programs- Initiated participation in National Association of Credit Management- Enhanced communication with internal and external "customers"

- Gained valuable exposure to a diverse portfolio of industries and organizations