John S.

McCahan
Cincinnati, OH www.linkedin.com/in/johnmccahan (513) 237-4241 john.mccahan1@gmail.com

SR. MANAGER / VICE PRESIDENT / DIRECTOR: Over 15 years experience as an adaptable goal focused leader in operations and sales management. Proven ability to analyze, evaluate and problem solve that results in customer and business solutions that economize and save for the organization. Ability to initiate action enthusiastically and decisively direct projects to their successful completion through the use of sound planning and organization. My persuasion and interpersonal skills allow me to develop relationships that result in increased productivity. Operate a Profit Driven business focused on bottom line results and individual accountability. Inclusive experience includes: Call Center Leadership Process Improvement
Persuasive Communications

Management P&L Budgeting

Developing Others

Logistics Inventory Control

Sales Driver

Fifth Third Bank Fortune 500 Company Jan 2011 - Present Vice President, Telesales Department Manager, Retail Direct Sales Manage Retail Banking Outbound Sales Call Center with 3 direct report Team Managers and total span of 46 Agents Telesales Department responsible for $222 million of production across all affiliates in the Bancorp Consultative Sales Champion - supporting Curious Bank behaviors Military Veteran Business Resource Group and Horizon Award Selection Committee Member Horizon Award Winner - the best of the best driving One Bank strategy making a better tomorrow for our community & customers Significant Contributions: At the end of Q2 2011, Telesales was on pace to finish 67% to annual goal. Developed and implemented a gap closure plan for the department to impact production. Instituted a monthly scorecard which aligns the focus and goals among sales agent, supervisor and manager and improved variance. The Gap Closure plan also instituted a coaching plan for low performing agents, new agent on-boarding to decrease the amount of time it takes for a new hire to be productive, and phone productivity reporting which created daily activity visibility and established a tool for the supervisors to monitor and provide feedback as sales management disciplines. Result: In June, 52% of the team had not been hitting goal on a monthly basis; In November, the monthly average since June had decreased to 30% and ended the year at 87% to goal. RecruitMilitary, LLC Recruiting Firm Sep 2007- Aug 2010 Director of Operations Managed a $1.6M career fair operations budget and a staff of 3 In-sourced travel and shipping, reducing costs and increasing control Increased sales in Maryland, Delaware, Virginia and the District of Columbia In an Account Management capacity Selected to initiate a national call center Outside Sales Group Significant Contribution: Implemented a Cost Center Budget to better manage Career Fair operations in respect to profitability. In 2 months developed a by city budget based on current and expected revenues to manage the costs associated with each event. Result: Control spending, manage fixed and variable costs. WIS International Inventory Service Nov 2004 - Sep 2007 District Manager Managed a 6 office district with Sales totaling $4.6M, re-aligned to 4, reducing fixed costs Lead up to 6 direct reports and 350 employees covering MD, DC, and VA Resolved service issues between customers and reporting offices Significant Contributions: Tasked with gaining market share in the Mid Atlantic region . Improved performance, established relationships with new and current customers, and focused on top 15 accounts. Result: increased sales by 20% over previous year numbers, while replacing lost business, moved the district from the red to the black becoming profitable (14.9% NP). Utilized goal analysis and created a plan to increase productivity while getting commitment and involvement from each office. Reduced redundancy by consolidating offices to meet customer needs. Establish individual accountability at the management level at each office and at each inventory. Established and built real customer relationships Result: Increased productivity and profitability while maintaining customer satisfaction ratings. Increased net bottom line profit by 27%, finishing the fiscal year at 9.9% to the positive.

Henderson Glenn Group Consulting Firm Mar 2003- Nov 2004 Office Manager / Senior Consultant Managed office operations with budgetary responsibility for 4 satellite offices and consulted on logistics and safety Target Corporation Retailer Apr 2001- Feb 2003 Operations Manager (Distribution Group Leader) Managed internal production supply inventory valued at $1M Reduced OSHA reportable injuries by 41% in a department of 75 direct reports Increased community corporate volunteering by 100% Responsible for Distribution Inbound Store Contact Center, focused on resolving store re-supply concerns Significant Contributions: Tasked with organizing internal production supply procedures and contracts. Re-negotiated current bids, established new vendor sources while focusing on cost reduction and quality service, controlled inventory management, reduced waste and destruction through communication and training initiatives. Result: Reduced internal supply expenditures $67K below budget in FY 2001 and after producing a realistic FY 2002 budget still able to reduce plans by $53K. Equifax Credit Bureau Jul 1998- Apr 2001 Director of Operations, Marketing Successfully managed a $1.6M trade show budget for U.S.A. Developed and implemented new and existing product and service sales material

Significant Contribution: Solved mortgage client frustration by initiating a new service product. Selected, hired and trained a team of specialized employees to expeditiously handle mortgage company consumer credit disputes. Result: The new product netted the company $1.5M in revenue in the first year. Mortgage consumer dispute time was decreased by 75%. Mortgage companies were able to close more loans in less time. Call Center Operations Manager Increased productivity by 25% for a 154 agent call center, Lead 3 managers and 7 supervisors Reduced costs by 10%Reduced FTC fines from $1M to $500K through proactive compliance Reduced consumer hold time by >50% and decreased blocked call rate by 23% Significant Contributions: Measured key operational activities that were causing substandard production and cost overruns, and non-compliance with FTC regulations. Analyzed scheduling, talk-time rates, and call volume to evaluate inefficiencies. Problem solved by developing new schedules, organized new talk-time rates by establishing training programs, initiated hiring to handle call volume. Result: Productivity increased 25%, cost overruns were reduced 10% and reduced FTC fine from $1M to $500K. Airborne Express (DHL) Express Shipper Aug 1995- Jul 1998 Customer Service Manager (Call Center) Lead 78 customer service representatives and an 11 associate inside sales team Managed B2C and B2B top 20 executive client relations team with P&L responsibility Increased centers substandard quality scores to center exceeding company audit expectations Significant Contribution: Developed, published and implemented new employee handbook to overcome worst performance ratings. Analyzed and evaluated current performance and schedules to meet high volumes. Implemented new technology better routing inbound calls. Implemented a recognition program. Result: In < 1 year, went to the 5th best performing call center in the company, reducing cost, improving productivity, and raising employee morale. United States Army Military Oct 1988- Nov 1995 Captain, Logistics / Ordnance Corps Officer / Paratrooper Served as Battalion S-3 Operations Officer, Adjutant, Aide-de-Camp, Battalion S-4 Logistics Officer, and Platoon Leader Managed logistics support for real-world humanitarian and combat operations Education Pennsylvania State University

B.A. History

1988