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J.

DUST IN H IC KS
5809 Parkset Drive Lithia, Florida 33547 813.205.2678 dhicks24@gmail.com
SUMMARY An inspiring leader experienced in creating high-performance cultures characterized by a bias for action, a continuous improvement mindset, and unwavering commitment to integrity and accountability. An accomplished executive specializing in building, rescuing, and sustaining large, complex, and mission-critical operating units and enterprise programs. A pragmatic strategist who balances idealism and realism in crafting and implementing plans to build or transform organizations. A big-picture thinker with strong business acumen who understands the need for balancing the subjective and objective considerations, weighing strategic and tactical implications, and blending the sales, financial, and operational perspectives. A true professional problem-solver; self-motivated and driven to deliver exceptional results in all pursuits.

S KI L L S Business Process Engineering/Reengineering/Outsourcing Change Management & Organizational Development General Leadership/Management Investment Management (Operational Perspective) Merger & Acquisition Integration & Divestiture Performance Management Portfolio/Program/Project Management Process Management Sales Operations & Service Operations Management Shared Services Strategy Management/Strategic Planning Unit Startup, Shutdown & Turnaround

EXPERIENCE KFORCE INC., Tampa, Florida Chief Operating Officer, Professional Solutions

2012 - 2013

Selected by executive committee to oversee daily operations of newly aggregated solutions business Reported to the President of Kforce Professional Solutions (KPS), a $100,000,000+ business unit with over 500 personnel Mission was assessment of KPS viability, and crafting/execution of plans to either grow, dismantle, or sell the businesses Ultimate disposition was to consolidate two business lines back to the parent company, and sell the third As a member of the Kforce Inc Operations Steering Committee, identified the need (and built the critical mass of support) for revamping the firms strategic planning and investment selection & prioritization methodologies Led the executive (Chiefs and Vice Presidents) effort to restructure the Kforce Inc organization; our objective was generating sufficient operating leverage to double our operating margins (5% to 10%) Led management consulting engagement to redesign the operating model for the Boy Scouts of Americas Gulf Ridge Council

Vice President of Operations

2006 - 2012

General management responsibility for the following departments & functions for $1,000,000,000+ national staffing firm: o Accounts Receivable, Billing, Business Process Outsourcing, Cash Applications, Client Credit Approval and Monitoring, Collections, Help Desk, Program Management Office, Purchasing, Real Estate, Shared Services, Timecard & Expense Report Processing, and Training Overall responsibility for delivery of mission-critical enterprise programs/projects. Examples include: o Enterprise project portfolio (e.g., ERP implementations/upgrades, VOIP telephone system, etc) o Merger & acquisition integrations/divestitures (7 transactions over a 5 year period) o Established enterprise Shared Services Organization (SSO) including: Tampa Service Center: centralized unit supporting 60+ US-based staffing offices Manila Service Center: Philippines unit supporting US-based front/back office functions o Direct reports for these efforts often included: Chief Accounting Officer, Chief Information Officer, Director of Audit & Business Process Services, Treasurer, SVP of Finance, SVP of Human Resources, and VP of Real Estate Relevant data & details: o Overall budget responsibility of ~$55,000,000 o Personnel responsibility up to 174 on functional teams, and over 300 on larger project teams o Accounts Receivable portfolio of over $125,000,000 across ~2500 clients

J. Dustin Hicks, Page 2

Vice President / Director of Order-to-Cash

2004 - 2006

Transitioned to the Director of Order-to-Cash (OTC) position in July 2004 to turn around a failing organization; the OTC team did not prepare well for a major acquisition integration and found itself in crisis mode with thousands of Kforce consultants affected by payroll errors and millions of dollars in receivables affected by billing errors. The OTC team is responsible for Accounts Receivable, Billing, Cash Applications, Client Credit Approval & Monitoring, Collections, Help Desk, and Timecard & Expense Report Processing Promoted to Vice President in July 2005 in recognition of results achieved since assuming the team in July 2004 o Sample results during tenure (achieved during 59% revenue growth increased support demand): Improved customer service ratings by 22% Decreased annual SGA expense by 27% (from $9,800,000 to $7,200,000) Decreased expense as a % of revenues by 37% (1.27% to .8%) Decreased headcount by 31% (174 to 120)

Director of Program Management Office (PMO) Oversaw conception, design, and implementation of enterprise Program Management Office Sample results achieved during PMO tenure include: o Designed & implemented Enterprise Project Management Methodology (EPMM) o Designed & implemented Merger & Acquisition Integration Methodology o Oversaw four successful integrations (acquired revenues ranged from ~$30,000,000 to $150,000,000) o Led project to reengineer all front office (sales/sales support) operations (policies, processes, etc)

2001 - 2004

A D D I T I O N A L E X PE R I E N C E Director of National Accounts, KFORCE INC 2000 - 2001 Designed and implemented an activity reporting system to allow local market sales teams to track and report activities associated with clients designated as National Accounts. Director of Operations, KFORCE INC 1999 - 2000 General coordination and support of operations associated with the Kforce Interactive business unit Kforce Interactive included all efforts associated with the Kforce.com website launch and supporting operations. Manager of Regional Operations, ROMAC INTERNATIONAL 1998 - 1999 Responsible for the creation and implementation of strategic operational initiatives, specifically sales unit metric and financial performance reporting, for the Mid-Atlantic and Southeastern US regions. Manager of Consultant Services, ROMAC INTERNATIONAL 1997 - 1998 Responsible for business development, engagement and consultant management for Custom Staffing Solutions (CSS) professional services division. Designed CSS unit methodology and authored the supporting manual. Responsible for the creation and implementation of customized staffing solutions for CSS clients. Engagements ranged from 4 to 30 months in duration and consisted of CSS consultants working onsite at client location(s) to design and implement policy, process, and structure changes based upon the clients unique hiring needs. Recruiter for Information Technology Division, ROMAC INTERNATIONAL Direct candidate identification, qualification, and representation duties in the Tampa market 1996 - 1997

EDUCATION UNIVERSITY OF FLORIDA, Gainesville/Florida, MBA, 2011 WEST VIRGINIA UNIVERSITY, Morgantown/West Virginia, BA, Psychology, 1993