b'12345 Knox Drive Cell: (862) 555-1212\n\nBradley H. Jensen\n\nRosharon, TX 77583 Home: (281) 555-1212\n\nJensen_55@mac.com\n\nSENIOR EXECUTIVE PROFILE: OPERATIONS / GENERAL MANAGEMENT\n\nGuiding Strategic Planning, Operational Controls, and Change Management\nto Build Profitable Organizations in Challenging Markets\n\nVersatile, holistic leader with 20+ years of experience driving sustainable growth in\nfinance, technology enablement, and professional services business units serving\nFortune 500 clients.\n\nRepeatedly achieved double-digit profitability improvements, paring expenses while\nimproving customer satisfaction, quality, and employee engagement/retention. Areas of\nimpact include:\n\xef\x82\xb7\n\nStrategic Planning &\n\n\xef\x82\xb7\n\nLeadership\n\xef\x82\xb7\n\xef\x82\xb7\n\nHuman Resources/Team\nBuilding\n\nMarketing & Business\n\n\xef\x82\xb7\n\nRevenue & Profit Growth\n\nDevelopment\n\n\xef\x82\xb7\n\nNew Product/Service\n\nFinance, Accounting, &\n\nDevelopment\n\n\xef\x82\xb7 Information Systems\nStrategy\n\xef\x82\xb7 Mergers &\nAcquisitions\n\xef\x82\xb7 Lean Operations\n\nBudgeting\n\nPROFESSIONAL EXPERIENCE:\nJackson Associates \xe2\x80\x93 Palatine, IL 2006 to 2009\nLeading provider of HR benefits, outsourcing, and consulting services in the U.S.\nand U.K. 25,000 employees. 30 countries. $3B sales.\n\nSENIOR DIVISION OPERATIONS EXECUTIVE\nDoubled sales performance and profitability by establishing robust, systematic\nbusiness development tools. Owned P&L accountability for U.S. and India\noperations. Implemented delivery model, call center, and quality programs. Steered\n\nPage 1 of 2\n\n\x0cBradley H. Jensen\n\nHome: (281) 555-1212 \xef\x82\xb7 Cell: (862) 555-1212 \xef\x82\xb7 johnson_55@mac.com\n\nproduct strategy for core benefits platform. Directed $250M in M&A activity and\nheaded 3,000-member organization with 12 direct reports and $150M budget.\n\n$20M Global Sourcing Delivery Model: Absence of critical tools\xe2\x80\x94\nimplementation methodology, cost tracking, supply/demand metrics, PMO\npractices, pipeline reporting\xe2\x80\x94was resulting in poor quality, inefficient operations\nand compromised profitability.\nDelivery Model Savings\n\xef\x82\xb7\n\nStrengthened business decisions with real-time\ndashboards and long-range strategies.\n\n40\n30\n\n\xef\x82\xb7\n\nAchieved critical organizational restructuring,\nhiring 150 new resources in record time to\nsupport increased demand. Achievement was\n\n$M\n\n20\n10\n0\n2007\n\nnoted in the New York Times Magazine.\n\xef\x82\xb7\n\nGenerated record $147M in new revenue while\nincreasing margins.\n\n$20M Call Center Turnaround: High call volume (18M annually), stagnant\nproductivity metrics, and high FT-to-PT ratio was fueling significant costs.\n\xef\x82\xb7\n\nImproved handle time by 15%, from 7.53 minutes to 6.43 minutes with\n\nefficiency training program.\n\xef\x82\xb7\n\nAchieved labor expense savings by relocating call center to Charlotte,\n\nNC.\n\xef\x82\xb7\n\nIncreased span of control from 13:1 to 19:1.\n\n\xef\x82\xb7\n\nRealized $3.3M in 1st-year savings, $7M to-date.\n\nJackson Associates, continued\n\nHuman Capital Development: Enterprise faced low engagement and employee\nretention rate. Success was dependent upon acquiring and keeping top talent\nwhile conserving payroll expenditure.\n\nPage 2 of 2\n\n2008\n\n2009 (P)\n\n\x0c\xef\x82\xb7\n\nImproved engagement 22% and raised retention to 91% by\nimplementing diversity programs and talent development initiatives.\n\n\xef\x82\xb7\n\nBuilt 98% key-talent retention rate, highest in the division.\n\nAutomatic Data Processing, Inc. \xe2\x80\x93 Roseland, NJ\nGlobal provider of integrated computing and business outsourcing services. 47,000\nemployees. $8.7B in sales.\n\nDIVISION VICE PRESIDENT/GENERAL MANAGER (2003 to 2007)\nEnabled double-digit recurring revenue growth and set stage for continued,\nsustainable improvement. Owned P&L for $225M global organization. Responsible\nfor multi-year strategy for Time and Labor business. 8 direct reports. $125M budget.\n\nProduct Portfolio Planning and Execution: Company growth rate of 8% was\nlagging market growth rate of 10%. There were ineffective operations and\nservice channels, company lacked pro-active sales channel development, and\nabsence of long-range business and product strategies were hindering progress.\n\xef\x82\xb7\n\nGrew revenue 34% in 2 years, powering leap from $225M to $340M.\n\n\xef\x82\xb7\n\nReached 11% year-over-year growth, gaining market share instead of\nlosing ground.\n\n\xef\x82\xb7\n\nImproved sales productivity 25% from $450K to $563K per FTE.\n\n\xef\x82\xb7\n\nEnhanced client retention 3 bps and strengthened communications with\ntop-25 customers.\n\n\xef\x82\xb7\n\nAdded $10M in liquidity and stretched margins, shortening delivery time\nfrom 1 year to 1 quarter.\n\nVICE PRESIDENT/GENERAL MANAGER, MAJOR ACCOUNTS DIVISION (2001\nto 2003)\nGenerated $3M in recurring revenue, 3X expected, during 10-month pilot program.\n\nVICE PRESIDENT/GENERAL MANAGER, SANTA CLARA REGION (1999 to\n2001)\n\n1993 to 2006\n\n\x0cBradley H. Jensen\n\nHome: (281) 555-1212 \xef\x82\xb7 Cell: (862) 555-1212 \xef\x82\xb7 johnson_55@mac.com\n\nPowered explosive 40% revenue leap from $54M to $88M in 24 months while\nimproving profitability, client retention, employee retention, and overall customer\nsatisfaction.\n\nVICE PRESIDENT/GENERAL MANAGER, BUSINESS SERVICES DIVISION (1993\nto 1999)\nRealized $800K in bottom-line growth. Exceeded all EBIT goals, and led Western\nDivision in QA every year.\n\nEarly Career\n\nHeld progressively challenging positions in Operations, General Management, and\ntechnology, including VP/OPERATIONS EXECUTIVE for Citibank\xe2\x80\x99s Southern\nCalifornia Region. Highlights include:\n\xef\x82\xb7\n\nGrew sales channel from $17M to $31M in 1 year.\n\n\xef\x82\xb7\n\nFacilitated double-digit growth by rebuilding IT infrastructure to accommodate\nexpansion.\n\n\xef\x82\xb7\n\nIncreased peak transaction capacity 30%.\n\nEDUCATION\n\nMBA, Technology Management, University of Phoenix, 2002\nBS, Business Management, University of Phoenix, 1999\n\nBradley H. Jensen Project Justification\n\nPage 2 of 2\n\n\x0cLooking at Bradley\xe2\x80\x99s achievements, it\xe2\x80\x99s hard to believe his phone wasn\xe2\x80\x99t ringing off the\nhook. But his original r\xc3\xa9sum\xc3\xa9 was a five-page data dump that made the reader really\nwork to figure how what he\xe2\x80\x99d done.\nPart of his \xe2\x80\x9cproblem\xe2\x80\x9d was that he was good at just about every aspect of senior\nmanagement, so defining a brand and honing in on the most relevant achievements was\na challenge. I embraced his multiple talents as assets and positioned him a leader who\ndelivers bottom-line growth by improving every aspect of business from Sales to\nOperations to HR. I built a branding statement and brief introductory profile to set the\nexpectations of the reader accordingly.\n\nRather than trying to include all of his accomplishments, I honed in on representative\nprojects from each of his areas of strength, creating mini case studies that provide insight\ninto Bradley\xe2\x80\x99s management style and proof of his effectiveness. One of his\naccomplishments, saving $30M per year in delivery model operations, became a simple\ngraph that tells an immediate story to the reader.\nI wanted to take advantage of Bradley\xe2\x80\x99s stellar early career performance as an executive\nat a major bank without risking age discrimination. So I created an Early Career\nSummary without dates.\nBradley\xe2\x80\x99s new resume generated a lot of interest. He landed a General Manager position\nwithin three months at a premier HR services firm.'