November 2008 – June 2010 (1 year 8 months)Responsible for creating, communicating and implementing strategic direction while overseeing the day to day operation of the network of over 2,800 locations worldwide in 40 countries. Managed call center activity of over 150,000 calls annually.
Business Challenge: Create a new consortia model that will endure the ever changing travel industry while maximizing stockholder value.
- Implemented immediate changes in staffing, finance, IT and operations to reduce cost and improve cash flow
- Created new product offerings to improve client dependency and increase customer base
- Increased Brand recognition through press releases and industry eventsPublic Company; 201-500 employees; Leisure, Travel & Tourism industryMarch 2006 – March 2008 (2 years 1 month)Direct responsibility for the AMLH travel division - Traveleaders generating $220 million in gross sales and over 250 employees. Stabilized and refocused employees, vendors and customer relations following the takeover of the business from previous management company.
Reduced cost through improved productivity and facility maximization with focus on efficiencies and employee utilization.
Refocused leisure marketing through on-line content redesign and joint vendor advertising
Negotiated revised both product and technology vendor agreements for the new company
Complete analysis of GDS agreements and responsible for conversion to SabreAugust 2002 – March 2006 (3 years 8 months)Complete responsibility for Cendant Business unit THOR - product and service provider to the Travel Agency community
- Responsible for company P&L, strategic direction and business development.
- Established pipeline planning, metrics and training programs for the sales team.
- Led team of employees through right sizing and change management to set future direction.
- Repositioned company into a growth business through sales focus increasing sales over 200% from 2002.
- Increased Hotel Program revenue results by 46% generating $2.2 in listing fees.
Improvement in transaction expense through contract negotiations posting a 65% savings.
Restructured THOR during the 2003 Iraq War and SARS travel downturn to show $658K positive shift in EBITDA for 2004.Privately Held; 5001-10,000 employees; Information Technology and Services industryApril 1990 – March 2001 (11 years)Responsible for department planning, scheduling, implementation and statement generation of activities from 14,000 customers worldwide for a $700 million limited partnership owned by three major airlines and employing over 3,500. Managed and coordinated plans for daily operations, established work priorities, vendor interaction/development and ensured customer inquiries were handled effectively while meeting cost, productivity and quality goals. Directed budgets of over $4.3 million with 10 direct reports and 70 employees.
- Designed and launched GUI order fulfillment system that improved processing time by 80% and reduced new hire training by over 50%.
- Reduced departmental resources by 25% through improved processes and system enhancements.
- Established e-business offering for customer orders through the Internet, creating 24/7 product ordering and real-time consumer updates.
- Initiated the Conversion Project Planner position to orchestrate fulfillment activity and improve satisfaction in the implementation of new customers.Jeff has 1 recommendation (1 co-worker) including:
- 2nd Doug Payne, CCTE, National Accounts and District Sales Manager, Worldspan
1977 – 1990 (13 years)
Could this be the elusive Jeff Scott? This makes some sense. In April of 2008, YTB was supposedly in talks with Hickory Travel Systems to be acquired. The deal ultimately fell through.
But this LinkedIn profile does make a connection. This Jeff Scott was President of Hickory Travel Systems for a period immediately following the reported acquisition talks. He does seem to have travel industry experience as well. Hmm...