Obtain an executive position within the construction industry allowing me to leverage my skills and abilities.
Matthew W. Evans
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Executive – President - SVP
With 15 years experience leading B2B and B2C organizations to maximized profits through improved sales strategies, customer satisfaction, operational efficiency, and capitalization on new-found market opportunities
• Decisive and visionary leader of multi-faceted, established and nascent business units, comprising the greatest profit components within the $150m U.S. Business. Well-recognized for a unique combination of conceptual and strategic vision and ability to lead and motivate cross-functional teams to action
• Results-proven business developer with particular expertise in identification and realization of differentiating market opportunities. Creator of scalable sales/marketing models utilizing multi-dimensional resources to achieve significant year over year sales growth
• Purposeful change agent building, repositioning and merging organizations using systematic processes of organizational synergy & talent detection and optimizing teams to boost returns on investment
Lassa Partners, North Carolina 2009 - present
Interim-Chief Operations Officer
Recruited by startup to develop and organize sales structure, go-to-market strategy, operations and assist in identification of client opportunities. Lassa Partners utilizes emerging technologies and research to understand and suggest processes or changes necessary to improve the customer experience within an organization.
Harris Interactive, Rochester NY 2007 - 2008
Sr. Vice President: Technology & Emerging and General Markets; Automotive, Travel & Tourism, Media Retail and Consumer Goods Business Units
Charged with reorganizing and leading three major business units totaling ~$70m in revenue. Significant and valued contributor to major Corporate initiatives, including the restructuring and repositioning of Harris Interactive sales model. Achieved double-digit growth both years:
 Established vision and developed strategic goals and implementation plan that enabled Harris Interactive Business Units to garner new business, including the company’s biggest client, among both large and boutique competitors
 Identified industry focused businesses, not previously identified for targeting at Harris, contributing 27% to the top-line
 Created new offerings and go-to-market strategies to be leveraged for 20% growth in down markets
 Significantly grew newly developed businesses by up to 45% through organic and acquisitive means
 Integrated acquired resources while maintaining profitable growth of existing business
 Mentored and cultivated strong business leaders and teams able to drive individual businesses beyond their specified goals
 Developed and implemented landmark resource utilization system reducing downtime by 20% and increasing bottom line by 12% - CEO & COO requested global implementation of system
2007-2008 Selected Results:
 Over the course of 2 years expanded responsibilities taking on and turning around 3 business units.
 Post turn-around, those businesses reached their goals successfully, achieving:
o Double-digit top-line growth (10-20%) and bottom-line growth (up to 40%)
o Developed strong internal sales/research partnerships creating accountability and improving pre and post sales activity
o Reorganized sales teams into consultative client partners increasing sales to existing clients 30% and 45% increase in proposal wins – CEO requested global implementation of my process
o Expanded breadth of Fortune 100 client roster, while significantly increased the depth of current client relationships and repeat business
o Decreased sales costs year over year (reduction of 5-9%)
o Increased employee satisfaction scores (4+ out of 5) leading to increased client satisfaction scores (7.3-9.1 out of 10)
o Sustainable growth through differentiated marketplace positioning and new product development
o Minimized risk and increased utilization due to team optimization and increased employee retention (1-3 pts)
Harris Interactive, Rochester NY 2007
Vice President, Sales and Marketing
Recruited to identify/correct issues resulting flat sales, decreased client satisfaction, repeat business and referrals. Converted the professional sales force from transaction-based focus to full consultative client partners.
• Overachieved sales goals by 10% through resolution of significant market/brand challenges with existing and potential clients
• Took new “hands-on†participative approach to sales by inserting myself into the sales/client facing process to assist with pre and post sales initiatives
• Successfully repositioned and integrated the Canadian and APAC acquisitions into larger sales force through shared territories and resources
• Reorganized sales teams into consultative client partners increasing sales to existing clients 30% and 45% increase in proposal wins – CEO requested global implementation of my process
• Increased customer touch points through development and implementation of Client Advisory Board within vertical markets improving customer satisfaction 7.3-8.0+ and increasing RFQ’s
• Developed a unique and revolutionary business development model
America’s Home Place, Statesville NC 2005 - 2007
Division VP
Managed and led 3 independent operating locations including vendor/supply network of 100+. Led growth/expansion strategies. Oversaw 12 staff/$15M budget. Promoted from GM
• Turned around poorly performing district, avoiding $1M+ in projected company losses
• In unprecedented directive, took charge of several operating sites that exhibited below-average performances
• Decreased production cycle time by 40% which increased customer satisfaction from 4.5-7.0+ and increased referral rate by 50%
• Met with staff and designated workable solutions to issues/training needs
• Clarified client contract terms and outlined realistic expectations
• Reorganized/trained sales and production staff and monitored performance, resulting in early profitability trends
• Assisted Division President in development, implementation and enterprise-wide sales training and cycle time management procedure for pre-post sales
Wayne Homes, Inc., Statesville NC (Dissolved by parent 2005) 2002 - 2005
Director of Expansion
Developed crucial analysis of expansion opportunities for Mid Atlantic division of $15B construction firm (parent company is Centex Corp.). Generated $17M+ in annual sales. Promoted from Assistant Sales Manager 2004-2005. Served as New Home Counselor 2002-2004.
• Researched and presented detailed analysis of customer perception and market opportunities for Mid-Atlantic Division of $15B construction company
• Successfully hired and trained multiple sales people across division
• Winner of multiple sales management awards, president club awards and national sales person of the year
• Personally sold 96 custom design build projects generating $17M in revenue while managing
• Increased client satisfaction 6.5-9.7 (11 pt scale), referral rate from 8%-42% (20% above industry average) through integration of production staff to sales and design process
• Pioneered unique sales methodology (system of thirds), employed company-wide by parent company
Building Materials Wholesale/Retail, Statesville NC 1999 - 2002
Regional Sales/Operations Manager
Recruited to orchestrate business expansion plan. Managed product sales/services in tri-county region. Oversaw $6M budget/generated $5M in annual sales. Promoted from Inside/Outside Sales Representative.
• Recruited by GM to turnaround declining sales, client satisfaction ratings, boost follow-on sales and improve profits
• Devised business development plan to address spiraling sales and client satisfaction ratings
o Increased revenue $800K in first year and $2M by year two
• Researched and analyzed problems by developing and implementing client advisory committee
• Established a quality assurance tracking system that ensured the continued success of meeting and exceeding customers’ expectations and projected needs
• Concentrated on large strategic projects requiring long-term commitment and expert service
EARLIER CAREER
Accomplished inside/outside sales professional within highly competitive and new product markets and acted as change agent to establish and implement Best Practices for internal accounting processes
• 84 Lumber Company, NC – SC; Outside Sales Representative
• GMS, Tucker Materials, SC; Outside Sales/Operations for new product launch
• KPMG Peat Marwick, LLC, GA; A/P-A/R-Payroll Internal Process Auditor
o Recruited as change agent to establish Best Practices in accounting management. Transformed independently operating sites, leading team of Operations, Accounting Mgrs., Controller and CFO into uniform operations 3 months ahead of schedule
o Created and implemented uniform operational strategies, reducing overhead $600K+
EDUCATION
Western Governor’s University – Currently enrolling in MBA program; begin summer 2009
Catawba College, Salisbury, NC – 2006 Bachelor of Business Administration: Sales and Marketing
PROFESSIONAL TRAINING&DEVELOPMENT
Executive Leadership Training with Lee Thayer author of “Leadership: Thinking, Being, Doing†- 2007
Center for Creative Leadership, Executive Leadership Development Graduate - 2006
Miller Heiman, Conceptual Selling, LAMP, Strategic Selling, Business Diagnostics Certificates – 2006 – 2008
America’s Home Place; Mold Remediation Certificate, BOLT, Project Management
Top Gun Sales, Certificate, Richey Institute - 2005
Pacific Institute, Living the Vision – 2004
Centex Corporation; Project Management, New Manager Training Program, DISC, Behavioral Interviewing – 2003-2005
OSHA; 30 hour construction jobsite safety training course Certificate - 2001
Ikon Office Solutions, MCSE NT 4.0 Certification – 1999
Dale Carnegie (Trainer Certified, 3 time participant) – 1998, 1996, 1991
Personal Interests: I enjoy golf, scuba diving, Nature and History TV, participation in Habitat for Humanity, localized community outreach programs and Jr. Achievement
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