Accomplishments * Managed all aspects of a company division including development of business and marketing plans, recruitment, hiring and training of staff, a $400M budget, P&L, scheduling work and activities, establishing policies and procedures, client services, public relations, performance evaluations, and motivation of employees. * Improved student employment opportunities through proposal of a partnership between our organization and Volvo/Mack that would allow us to teach their advanced diesel program at our Pittsburgh location, with possible expansion. This opportunity resulted in $7M in donations from Volvo/Mack and 100% placement of our graduates for 4 years. * Enhanced morale through promotion of a team-based work atmosphere. Provided assignments of increased responsibility, along with opportunities for additional training, and challenging performance incentives that encouraged a sense of ownership in the overall operation. * Improved business strategies through research into best practices and creation of a new presentation template for senior management that would communicate profitability, operating income, turnover, bad debt, attrition and other pertinent business factors. This template became the standard practice across all divisions. * Prepared the company for expansion by mentoring any number of individuals on forecasting, human resources, budgeting, time management and leadership techniques. Provided one-on-one coaching and shadowing on presentations. This succession planning program led to field ready leaders for senior positions with the company. * Boosted client satisfaction and revenue for the company by bringing finance teams in the admission training programs, including an actual swap of jobs for a week. With each team better understanding the function of their jobs and goals, the close rate improved to 52% from 23% and profitability went from the red to $5M. * Turned around a region suffering from poor metrics, unprofitability and high employee turnover. Analyzed day-to-day operations identified weak areas and implemented a new Situational Leadership training program that could assess competence and commitment. Adjusted staffing based upon information gained, put in place new SOP's and ultimately stabilized the region increasing profitability 75-90% and gaining our place as the #1 region in the company for the next 3 years. Michael E. Stiglich. Page 2 * Served as the Keynote Speaker to rollout a new corporate initiative that centered on a paradigm shift in the way that performance was measured. Brought to light the need for greater communication and proactive teamwork between departments. My extensive field presence and history of silo busting made the presentation of these organizational changes a natural positive fit. * Turned around a Texas location, much needed by the company during an explosive growth mode, but struggling for profitability. Spearheaded the project to bring profitability in 6 months with no sales turnover. Hired the needed additional personnel and provided premier sales and client services training. Doors were opened on-time with a fully trained staff moving the start budget from 25 to 60 and annual starts from 350 to 700. We had no sales turnover for 3 years and rose to the Flagship school in the State. * Significantly improved the attrition rate (students dropping out of school) that was twice the benchmark. Spent 16 hour days at the location for 2 weeks observing classes and talking with students and teachers. Found classes were not starting on-time, teachers were not following the syllabus, classes were ending early and students were not engaged. Redesigned the classrooms, retrained the teachers on how to design a lesson plan, and coached the Campus President on leadership. Attrition declined to 7%, instructor turnover declined 20%, and student satisfaction rose along with overall profitability. * Improved profitability and expanded the field sales force by 300 representatives. Analyzed representative productivity, and synergies between field representative location and high school penetration. As the organization expanded, succeeded in growing revenue 110%, thus becoming the top performing division in the company. * Addressed the concerns of 21 direct reports, 3000 employees and 15,000 customers when the organization was in the process of being sold. Attended senior level meetings and then kept the lines of communication open for all staff and our customers. It was not uncommon for me to be on the phone with different teams 4 times a day for 8 months. The sale closed and 90% of the locations and individuals successfully transitioned.
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