Vinod Gupta Email & Phone Number

Berea, Us

Direct corporate strategy, KPI monitoring, and strategic initiatives for commission overseeing 241-mile toll road in Ohio with one of safest, most convenient routes for motorists. Supervise, mentor, and coach team of 9 coordinators and 40 team members. ● Drove automation and efficiency through various projects to facilitate continuous improvement across operations to streamline and transform processes. Researched and selected vendors and solutions to meet requirements. ● Initiated internal task forces to identify areas for improvement across technology, sustainability, diversity and inclusion, events, and recognition, such as customer surveys, digital invoice management, and contract management system selection & implementation.

Applied extensive experience and industry insight to launch organization utilizing technology to serve residents in India, highlighting need for clean drinking water and pollution odor control. Combined creative problem-solving, emotional intelligence, business and financial acumen, and growth mindset to travel across globe to identify technologies to drive change across clean drinking water and pollution odor control, negotiating licensing and royalty agreements. ● Connected with AdEdge Water Technologies to form partnership to install locally manufactured equipment in Bihar, India, to implement safe drinking water for millions of people; resolved unsavory partnership with India-based company, collaborating with American Embassy and legal teams to recover lost funds without going to court.● Secured 8 licensing and joint venture partnerships to deliver change across India through effective negotiations, strategic planning, partnerships, and transparent communications.

Columbus, Ohio, Us

Placed in role as only bipartisan candidate appointed by 2 governors at higher education board, challenged with forming innovation technology transfer and commercialization task force. Fostered collaboration between students, university presidents, and board by holding monthly meetings at various campuses and allowing for open discussions. ● Supported chief executive officer of Cleveland clinic with enhancing health of America by initiating non-smoking recommendation across campuses; leveraged effective communications, relationships, and influence to build consensus and achieve 90% of all campuses smoke-free in 1 year and almost all campuses smoke-free in 2024. ● Drove 200%+ increase in university-related innovation by incentivizing commercialization and innovation with tenure credits with new mentality around innovative endeavors.

Cleveland, Oh, Us

Served as advisor to higher education organizations and as entrepreneur-in-residence (EIRs) at several organizations dedicated to helping communities in Ohio to embrace entrepreneurship to boost economic vitality. Progressed through 2 roles, leveraging business background to coach startups on how to promote products, fundraise, identify KPIs and milestones, define goals, and recruit, build, and hire top talent. ● Recognized as influential contributor among EIRs, aiding with promoting green initiatives (EV charging, solar, wind energy, hydrogen, fuel cells, plastic-to-fuel). Resulted in $250K raised for plastic-to-fuel manufacturing initiative and $1M secured in state funding for pig waste to asphalt project, helping some clients to raise $300M+ through joint ventures. ● Coached and guided Cleveland Whiskey in how to accelerate alcohol maturation, advising owner on building system that matured alcohol in 2–3 days that was equal to 12 years.

• Medicare based home health care agency servicing six counties with an average daily census of 260. Services included skilled nursing, therapy, social worker and home health aide. $4.7million revenue with end results of 12% EBITDA.• Responsibilities included overall operational focus for re-structuring and realignment of daily workflow, goal setting, market development and business planning. • Recruited and developed a creative and results oriented marketing team Improving Medicare admissions from 20/ month to 100 plus/ month.• Introduced paperless and point of care system.• Refined billing process for DSO improvement from 98 days to 42 days• Recruited and hired key management to improve and refine internal operations and improve overall quality of care.• Recruited and improved capacity in therapy and nursing by 45%.• Cost control and reduction in overhead by 30% during re-alignment of responsibilities.• Improved market share of Medicare business from less than 1% to over 5%.(Non Captive Market)• Oversight of finance department for improved billing operations.• Implemented staff education and development for 2008 Medicare rule changes for clinical and administrative staff.

Founded and grew $30M organization that manufactured & supplied Aerospace, Defense and Automotive components for just-in-time (JIT) delivery to the customers. Pioneered new materials and developed first low temp high-impact iron standard in military logistics vehicles. Reconfigured product line to increase gross margins by over 30%. Implemented cutting-edge technologies, enhancing productivity and quality, resulting in sales growth from $10M to $30M and expanding the customer base to Fortune 500 companies

Led components manufacturer for industrial, Aerospace and defense Industry, decreased debt-equity ratio from 27/1 to 2/1 within 10 years. Improved profitability from 1% to 9%. Negotiated contract with Conflo Manufacturing union workers and designed new incentives and benefits at a 15% labor savings. Built customer base from 0 to 150+.

Managed captive manufacturing operations supplying ferrous and non-ferrous castings and forgings to five sister companies through transfer pricing. Enhanced on-time shipments to valve-manufacturing locations from 40% to 95+%, reduced management-labor tensions, and improved monthly variances from -5% to +10%. Completed $15M modernization plan on time and under budget, achieved higher productivity, and reduced downtime.

Managed $100M revenue in unionized manufacturing facility (Foundry, machine shop and assembly operations with full engineering staff) with 800 FTEs manufacturing aftermarket brake drums and discs. Led turnaround from $1M monthly loss and positioned division for sale.

Master Of Science (M.S.), Metallurgical Engineering

Finance For Non-Finance Executives

Bachelor Of Science (B.S.), Metallurgical Engineering

Bachelor Of Science (B.S.), Chemistry