Zachary Johnson

Knowtion provides custom Software Development, Managed IT Services, and Business Consulting.

• P&L Responsibility and day-to-day operations including over 40 daily clients, 60 additional clients, and 2-5 major software custom projects.
• Operational oversight for MSP team, Software Dev, and support to CEO located in US and India.
• Identify and submit all US Government RFPs, adhere to all policies and contracts.
• Identified opportunities to improve business process flows and productivity. Developed all internal and external core processes.
• Increased company profits 2x through performance optimization strategies and efficiency improvements.
• Led the marketing team to develop integrated marketing plans to reach wider audience and push business prospects closer to conversion.
• Hired and managed employees to maximize productivity while training staff on best practices and protocols. Oversee all onboarding and talent development.
• Executed process development, and strategic implementation skills to lead and support all areas of operations.
• Strategically coordinated operations according to objectives and capabilities, effectively allocating resources to meet demands

Consulting firm focused on cost reduction, profitability improvement, and business process improvement for start-ups, and small/mid-size businesses across multiple industries.

Partner with clients to reduce costs, streamline processes, and improve profitability. Benchmark expenses against national standards, identify variances, and develop solutions to control expenses and streamline processes. Conduct initial assessments and partner with owners to implement improvements.

• Conducted regular reviews of operations and identified areas for improvement. Typically achieve 3x-10x ROI in initial engagement.
• Prepared presentations to explain revisions, enhancements and process improvements of organization's systems and programs.
• Devised and implemented processes and procedures to streamline operations. Intensive review of GL to determine cost opportunities.
• Performed statistical analyses to gather data for operational and forecast client needs.

Drove all operational, financial, & strategic initiatives and activities, with oversight to daily operations, culture, and process. EOS Integrator.

• Partner with the CEO and board to achieve favorable financial results with respect to sales, profitability, cash flow, mergers and acquisitions, systems, reporting and controls.
• Achieved 2.6x Sales growth and 3x operational output. Increased staffing nearly 50%, development of all performance reviews, culture driver, and EOS Integrator.
• Managed financial, operations/manufacturing, and human resources to optimize business performance.
• Provide management, support, & strategy directly with Production, Operations, and Sales.
• Refined organizational structure to consolidate, streamline, and delineate necessary functions.

Auto dealer with 300+ employees and 9 rooftops across 5 locations/2 campuses (Bedford/Akron, OH). Drove operational excellence for all locations including service centers, parts, sales operations and back-office. Reported directly to President while overseeing 5 direct reports and overall team of 25. Managed buildings and facilities for maintenance and new construction including city/state licensing, vendor selection, contract negotiations, and construction project management. Developed financial forecasts and coached departmental managers.

• Developed systems and procedures to improve operational quality and team efficiency.
• Led hiring, onboarding and training of new hires to fulfill business requirements.
• Developed measurement tools, dashboards and reports to track metrics on adoption and effectiveness of initiatives.
• Reduced operating expenses $2M, more than 10%, by optimizing vendor contracts, streamlining operations, aligning teams, controlling expenses, and implementing strategic initiatives:
  o Lowered labor costs $244K annually by promoting timecard adherence and minimizing overtime.
  o Decreased printing costs 60% annually, from $280K to $170K, by consolidating printers.
  o Increased productivity by streamlining onboarding process, digitizing forms, and upgrading intranet.
  o Achieved volume discounts and improved pricing by consolidating vendors from 640 to 443.
  o Improved sales productivity and customer satisfaction by implementing VOIP upgrade.
• Accelerated launch of largest indoor pre-owned showroom in NE Ohio by 75% and delivered under budget. Oversaw design, planning, project/contractor management, remodel, and operational go live.
  Increased gross profitability $500K by driving warranty reimbursement from Cost+ 40% to Cost+ 93.8% between factory and fixed operations.
  Reduced accounts payable labor expense $75K (66%) and ensured timeliness of bill payments.
  Enhanced overall profitability and strategic planning process by developing and providing analytics. Recommended financial adjustments to company president and executed strategic projects.

Electric vehicle manufacturer and clean energy company with $81B in revenue and 127K employees. Served as the senior operational conduit between corporate executive leadership and the field operations to identify and execute improvement projects globally (91 locations).

• Collaborated with Corporate & Regional IT, business operations, HR, EH&S, engineering, and TESLA Academy to stablish strategy for enterprise-wide service operations process standards
• Supported transition to digital documentation by developing content standards and complete global roll-out
• Fostered operational excellence in developing Corporate Operations Balanced Scorecard.
• Optimized costs to contribute to productivity, cost development and proficiency of central fulfillment operations.
• Implemented business strategies, increasing revenue and effectively targeting new markets.
• Established strategy for enterprise-wide service center operations standards through needs analysis.
• Supported transition to digital documentation by developing content as cross-functional team member.
• Improved productivity by streamlining onboarding process for global service center employees.
• Fostered operational excellence in developing Corporate Operations Balanced Scorecard. Served as operational lead, and directed cross-functional team across all business channels.
• Served as General Manager, Service Center Operations for Northeast Ohio, Michigan, and Western New York.
• Streamlined Cleveland, Wexford, and Rochester facilities by increasing throughput, consolidating services lifts and implementing team-focused environment. Introduced team to Service Motion (Visual Management, Single Piece Flow, Leader Standard Work, RCPS, & daily Gemba walks).
• Lowered costs by minimizing overtime within service center and developing efficient processes.
• Achieved 96% customer satisfaction rating through streamlining interactions with sales/delivery.

Led business transformation initiative for technology/asset improvements. Maintained distribution for client Cleveland Clinic Foundation and 12 other customers. Oversight for approx 180 employees and 12 direct reports.

• Ensured productivity and P&L goals met or exceeded for $150M in sales support and $8M in operating expense. Implemented significant facility improvements.
• Supported 250% in volume growth by aligning leadership, staffing, and customer satisfaction. P&L grew to over $225M and $16M in operating expenses.
• Increased voice of the employee program results 30% in FY15 and 20% more in FY16 by aligning management team, implementing workforce optimization initiatives, and improving employee engagement.
• Selected for Cardinal LEAD program as top 1% high-potential manager (130 selected out of 39K).

Served as internal consultant and Lean Six Sigma Black Belt resource deployed on-site to Cleveland Clinic Foundation.

• Identified and implemented performance improvement opportunities with lean perspective. Reported to EVP of Supply Chain /Materials, and worked with senior management at the Cleveland Clinic.
• Worked collaboratively with functional leaders to implement new procedures and corrective actions to improve quality.
• Reduced cycle time > 75% (from four hours to 23 minutes) for emergency orders of equipment and items needed by patient before leaving hospital.
• Enhanced overall operations to meet benchmark standards as key member of the Durham, NC Site Assessment Blackbelt team.
• Improved internal package tracking from 72% to 95% and enhanced productivity by working with IT to develop comprehensive package tracking system.

Global Supply Chain Improvement (GSIC) Manager for Supply Chain and Logistics Operations.

• Developed and implemented strategic procedures and control systems to reduce direct costs and carrying costs.
• Identified opportunities to streamline processes and improve office operations and efficiency.

• Finance Revenue Audit Supervisor
• Business Planning and Procurement Supervisor
• Senior Business Planning Analyst
• Internal Processes Analyst