Todd Stoddard

Vice President of Sales & Business Development [plus Customer Service, Marketing & Human Resources] | 2017-Present Vice President of Sales & Business Development [plus Customer Service & Marketing] | 2016-2017 --------------------------------------------------------------------------------- Recruited by the CEO and rapidly progressed to a key executive role steering Customer Service (2015), Marketing (2016) and Human Resources (2017) in addition to Sales & Business Development. Defined strategic direction for company including revenue growth and profitability. Delivered decisive, employee-friendly, highly effective leadership and change management during a period of restructuring at the senior executive level. Ignited growth in customer base, revenue and profitability. Manage a 50-member team with 8 direct reports including Human Resources Director. Won Top Workplaces in Utah award for 2016, 2017 & 2018. Transformed corporate culture with weekly management meetings plus 1:1 meetings for direct reports that increase transparency and unify goals around business objectives. ￭ Launched Management Team Offsite Meeting to set company strategy, enhance teambuilding and finalize annual budget. ￭ Defined sales and marketing strategy focused on brand recognition in service area; sourced and supervised a marketing vendor as strategic partner. Ignited revenue growth, increasing new customers to 167% in 2018 and 196% total in 3 years, including 324% growth in new targeted residential customers in 2 years. Attained 1001% ROI on marketing, generating $355,000 in annual revenue on $35,000 spend. ￭ Increased net profit 46.2% and revenue 52.8% in just 3 years, 2015-2018. ￭ Reduced average wait time for installation 600%+; increased ROI by targeting a smaller, more profitable market. ￭ Reduced costs on residential installation 90%.

Received a de facto promotion within months to lead the Customer Service team, in addition to Sales & Marketing. Merged a dispersed team that previously reported to 3 different leaders. Reduced call hold times by creating scripts for troubleshooting technical questions and equipment problems. Unified two disparate groups into top-performing Sales & Marketing and Customer Service teams in a post-merger environment. Increased revenue 24.7% in the first year through diverse strategies including new customer acquisition leading to consistent double digit growth over the subsequent 3 years. ￭ Achieved 100% retention in Customer Service while recruiting to double the team; improved Customer Support training; created a Call Center dashboard to enhance visibility, analyze peak call times and ensure scheduling to cover peak call demand periods. ￭ Slashed waiting list of dissatisfied customers from 1-2 years to 4 weeks. Tackled the thorny issue of an extensive waiting list for rural residential customers with no end in sight while elevating employee engagement and employee satisfaction.

Attained a key executive role reporting directly to the CEO and President. Managed operations across the US with a 400-member team and 10 direct reports. Delivered results with full P&L accountability for revenue, labor costs, expenses and profit. Transformed corporate culture and elevated employee morale, creating a fun yet highly focused and productive work environment through multiple strategies. Introduced sales contests and implemented employee suggestions regularly. Defined sales and profit plans by region and store and created a reporting structure for key performance metrics at a retailer with up to 128 locations in malls nationwide. Surpassed goals by increasing profits to 122% year-over-year (yoy) in the first full year. Delivered 103% to 110% yoy same store sales growth for 7 consecutive years. Created bench strength through talent development, promoting and mentoring many top performers. ￭ Elevated training processes, including refining and communicating the company’s core values while leading by example on a daily basis: 1. Treat People Right, 2. Put Customers First and 3. Lead from the Front. ￭ Reduced turnover of managers 50% in the first full year, increasing average tenure from 12 months to 24 months through better recruiting, training and coaching. Improved retention of sales associates from 6 months to 12 months. ￭ Reversed negative trends at underperforming stores with the Red Store Support Program, a multipronged approach to deliver the training, coaching, problem solving and resources to improve revenue, employee turnover and profitability. ￭ Elevated performance of District Managers and Regional Managers by launching an annual Management Conference to share overarching business strategy, brainstorm solutions to problems and align resources. ￭ Established key performance indicators and introduced dashboard reporting metrics to monitor store performance.

Rapidly promoted to a position reporting to the Vice President of Operations. Leveraged rich knowledge of store operations, management, cost control and employee motivation based on depth of experience in the retail industry. Served as problem-solving resource, as liaison between senior management and operations teams including Store Managers, Regional Managers and District Managers. Fueled success by developing infrastructure, including training & development tools, employee performance management systems, sales incentives, shrinkage control processes and cash management policies. ￭ Improved training and coaching companywide by introducing a well-defined District Manager Structured Store Visit aligned with overarching corporate objectives, with a focus on critical business drivers and performance levers. ￭ Transformed reporting to improve revenue and profitability by creating weekly reporting of key performance indicators (KPIs).

Handpicked for a key role based on outstanding performance across metrics, combined with mentoring and coaching abilities. Ultimately managed 40 locations across the Western US region in a Regional Manager role reporting to the VP of Operations. Established 4 new districts, laying the groundwork and infrastructure to fuel future success. Created enduring training and development programs. Recruited, trained and mentored a top-performing team of District Managers and Store Managers, many promoted from within, while growing the company from 50 to ~120 locations, launching new store openings nationwide.

Brought on board as the company’s first full-time employee to test a new business model for Precision Time. Quickly promoted to District Operations Manager. Led all aspects of expansion to 50 stores including recommending sites for new locations, negotiating leases with landlords, installing new locations and merchandising. Recruited, trained and mentored new employees and Store Managers in a start-up fusing the service and retail industries. Defined systems and operations to transform the organization into a nationwide retailer. Selected to train peers as a role model, the #1 District Operations Manager for 2003 in Profits and Sales. Created Store Visit Tool and Store Audit Tools adopted companywide. --------------------------------------------------------------- Foundational experience in the retail industry in operations management, customer service and sales with Precision Time, Rite Aid and Albertsons. Recognized for superlative performance as the #1 Store Manager companywide for Precision Time.