Executive with experience in developing and leading domestic and
international companies. Executive in Residence in an accredited College of Business Significant experience includes:
Field Sales National Account Management & Marketing
Customer Relationship Management Team Management
Product Development Change Management
Business Planning Organization Development
Problem Resolution Teaching upper-division marketing courses
CAREER HISTORY:
University of Central Arkansas
Executive in Residence, and Instructor of Marketing, 1995 - present.
Responsible for teaching four courses: Principles of Marketing, Basic Marketing for non-business majors and, Fundamentals of Direct Marketing, and Fundamentals of Strategic Sell. Active in several service programs and university committees including, curriculum development, outreach to local businesses, pro-bono consulting for small and minority businesses, and strategic planning. Awards: Professor of the Year-2001 and College of Business Service Award-2002.
Acxiom Corporation
Corporate Senior Vice-President, 1988 - 1995 (Retired)
Developed and introduced a team-based organization structure featuring total quality management and customer relationship management (CRM). Group Executive accountable for $44 million in sales with four high performance work teams totaling 500 associates. Responsible for corporate marketing and people services (human resources and education).
The Dun & Bradstreet Corporation
Dun & Bradstreet Business Marketing Services Group, 1985 through 1988.
Executive Vice-President
Accountable for directing this newly created business marketing services group selling database products and services to targeted business-to-business customers.
Dun’s Marketing Services, 1984 through 1988.
President
Responsible for developing and directing this 1,750 employee strategic business unit serving the information needs of chief executives, marketing executives, sales managers and planners in various industries, including financial services, office products, business services, wholesales and manufacturers.
Financial Services Industry Group, 1981 to 1984.
Director
Launched and lead this cross-division marketing group, designed to establish and maintain corporate-wide national account relationships with major customers.
Dun & Bradstreet International, 1973 to 1981.
Vice-President, International Marketing Services
Managed a variety of international marketing and sales efforts, with emphasis on Europe, Africa and South America.
Regional Manager, Benelux, 1977 to 1978.
Managing Director and Resident Executive
Responsible for all business activities of Donnelley Marketing and Dun & Bradstreet in the Benelux.
Managing Director, The Republic of South Africa, 1973 to 1977.
Responsible as resident executive for all company sales and operations in southern Africa including fourteen branches and 500 employees.
Dun & Bradstreet experience in U.S. includes: Regional marketing and sales management (1969 to 1973), divisional sales management (1968), branch office management (1966 to 1968), sales representative (1965 to 1968) and business analyst (1963 to 1965).
PROFESSIONAL AND CIVIC PARTICIPATION:
Direct Marketing Association, various committees and guest speaker.
Dallas/New York/St. Louis/Little Rock Sales and Marketing Executives Clubs.
Bank Marketing Association.
Rotary International, director.
Conway Area Chamber of Commerce, various committees.
UCA Theater Foundation, Board President.
Boys & Girls Club of Faulkner County, Board President.
Kids Count Advisory Committee, Chairperson of Facility Planning Committee
Conway Regional Medical Center Foundation, Board member.
Torreyson Library Foundation, UCA, Board of Directors.
Kiwanis International
EXPERIENCE PROFILE:
Human Resource Management
• Designed and established leadership-based team management processes both in the U.S. and overseas. This resulted in deploying the “right people in the right place” and improving overall business results.
• Established education and training programs aimed at leveraging the knowledge and experience of associates in an innovative learning environment. These programs, based on both business realities and individual needs, were key to establishing a solid foundation for improved results.
• Lead the development and introduction of new and innovative team-based reward and recognition programs. The result of these programs was individual employees focusing on shared.
• Established a corporate “university” providing the education and training needed for associates to develop their careers. This innovative approach proved to be a key to introducing a new business culture and maximizing financial results.
Finance and Administration
• Introduced a zero-based budgeting business process with monthly SBU reviews and forecasting to improve business controls and results. This had a favorable impact on managing revenues and income. A significant side benefit was a more effective management team.
• Initiated and managed the reorganization of financial management functions which processed 5,000 to 8,000 transactions each month. This improved the expense to revenue ratio and employee morale.
• Established a coordinated business planning and budgeting process aimed at making the process a useful leadership “tool.”
• Developed programs that focused employees on shared earnings per share (EPS) objectives. This significantly reduced the competition of conflicting SBU objectives.
Operations and Production
• Restructured operations functions in response to changes in technology and customer requirements. This resulted in improved customer satisfaction and profits.
• Established a team orientation in both the production and systems departments of an information technology company. Employee morale and effectiveness improved.
• Initiated a quality assurance program, which reduced customer complaints by up to 30%, while error rates were reduced by up to 50%. This improved customer satisfaction and identified opportunities for process improvements.
• Introduced a process and procedural orientation to production and fulfillment. Over a four-year period the number of orders processed increased from 28,000 to 60,000, while staff increases were held to 15% and the cost to revenue ratio declined significantly.
• Introduced data processing technology into publications production, database management and direct marketing services fulfillment. This resulted in added capacity that was used to increase market share and improve incremental operating income.
• Working with corporate systems management introduce and implement a new database architecture and software management strategy aimed at managing the production functions of a $1 billion information services business. This impacted all aspects of the business.
Marketing and Sales Management
• Introduced and managed a consistent strategic/tactical planning process over several years to ensure that the planning and budgeting activities were coordinated. This resulted in a more focused enterprise and improved financial and non-financial results.
• Redefined key SBUs by market, competition and changing technology. The combined business grew revenues from $48 million to $95 million over four years.
• Designed, introduced and managed the first corporate national account marketing division in a $5 billion company. Each year senior management objectives were surpassed.
• Introduced and managed a European-wide project that established a marketing and sales organization. Over a three-year period, revenues increased by no less than 35% each year.
• Established a coordinated approach to communications that resulted in repositioning the business in its markets.
• Introduced a disciplined process to new product development based on customer requirements.
• Established several executive customer-call programs aimed at improving customer satisfaction and retention.
• Managed the development and introduction of new publications and information-based services using new data processing and information technology.
• Over seven years, led sales teams to five first-place and two second-place wins in national and international sales contests.
Teaching
Since retiring from business in 1995, taught four classes of required upper-division courses in marketing (125-140 students). Consistently receive high student and professional evaluations.
Developed and introduced three new courses: Fundamentals of Direct Marketing (now a required course for all marketing majors); Basic Marketing (a course designed for non-business majors) and, Fundamentals of Strategic Selling (an upper-division elective course). These new courses have resulted in increasing college revenues and the number of marketing majors and minors.