Jesse Rambo, Jr.

Jesse Rambo, Jr.

Some of My Characteristics

Aggressive, deadline oriented, quality based, self-starting leader with a broad background in all phases of print and mail production—from concept to finished product to distribution.

Critical thinker and adept negotiator who can apply extensive industry knowledge to increase internal profitability levels while keeping high levels of quality.

Innovative manager and implementer, skilled at meeting demanding deadlines, while expertly communicating schedule and/or budget details to his team.

Dedicated team player and leader who understands the importance of creating a quality product inexpensively, on-schedule, on-budget and as desired.

Accountable and professional.

Where I'm Headed...

Desire opportunity to utilize hands-on management experience, financial understanding, industry expertise and ability to meet pressure situations for a company known for its integrity, innovative approaches and support of its staff and operations.

Some of the Things I've Done, Orchestrated or Influenced

2002-2009:Examined and modified operational models and service lines/levels for processing & distributing mail volumes due to ongoing reductions in state appropriations; redefined print-shop production model to meet shifting customer needs due to budget reductions.

2002-2009:Redefined business / production models, as noted above, consistently met and/or exceeded budgetary or P/L goals.Reduced state budgets by > 30% from FY2007 through FY2009, while maintaining solid levels of revised service deliverables; the In-Plant operations yielded favorable P/L positions, despite considerable reductions in our clients’ budgets.

2009:  Provided consulting services for University Services at the University of Texas-Austin; assessed operational and financial reporting characteristics.

2008:  Provided an External Assessment of the Print & Mail Production Center, BYU.

2004:Participated on institutional committee to redesign the Institution’s brand (logo, signature series, paper types, etc.) and marketing message; implemented departmental measures to ensure compliance with institutional re-branding efforts.

2001:Developed and implemented a “Core Competency Program,” which indentified appropriate industry courses, workshops, conferences, etc., to obtain/supplement required skill sets for departmental positions.

2000-2009:Built university print buying program, managing staff efforts & serving as a designated University Buyer for the Print Industry commodities; efforts consistently yielded annual savings exceeding $250k while exceeding institutional Minority/Women-Owned involvement goals.

2000-2001:Evaluated institutional copier inventory, recommending a comprehensive enterprise-wide Copier Management Program; the program projected a 5-year savings exceeding $1.5m.  Recommended usage of a competitive bidding model to the single largest School of the institution, resulting in annual savings exceeding $250,000 per year when the recommendations were implemented.

1999:Merged in-plant operations with the institutional mail services, forming a new department—Mail & Document Services (MDS).MDS consistently provides favorable profit/loss positions (increased revenue by > 46% in single-year), decreased personnel turnover (from > 25% to 0%), and increased customer satisfaction and loyalty levels (> 95% of customer base throughout the years).

1999:Analyzed and recommended a document management solution for use by another department, resulting in an initial savings of over $200k, increased system functionality and an accelerated deployment schedule.  The system encompassed imaging, data capture, indexing and interfacing with legacy systems.

1998:Negotiated single, umbrella-style contract with the US Postal Service, covering the operations of 5-contract post offices spread across the universities’ campuses.The contract brought a 1500% increase in monthly payments, consistent & sound accounting practices, and uniform sales offerings throughout the system.

1997:Reorganized campus mail services, providing reliable & standard delivery services while expanding services by establishing an outgoing mail & fulfillment hub; efforts saved > $140k and generated > $150k in revenue in our initial year.

1995-1996:Participated on institutional “Planning and Budget” team, which redefined divisional planning and budgeting process and ultimately, led to a divisional reorganization into peer-managed “Planning Forums.”Initial team results included a reduction of $5.8m and increased inter-departmental communications.

Work History

Work History
1986 - 1990

Manager, Office Operations

The Coastal Corporation
1981 - 1986

Office Manager

Brown & Root, Inc.
1979 - 1981

Office Manager

Houston Lighting & Power Co.
1970 - 1977

Intelligence Analyst

US Army

Education

Education
1977 - 1979

BBA

http://www.lamar.edu/

Graduated with Honors

Senior Representative, Student Government Association

Member of Blue Key Honor Fraternity and Delta Sigma Pi Business Fraternity

1975 - 1977

Associate of Science

http://www.nvcc.edu/index.html

Attended night/weekend classes while working at the Defense Intelligence Agency.

Graduated "Summa Cum Laude"

Certifications

Certifications

Certified Mail & Distribution Systems Manager (CMDSM)

Mail Systems & Management Association

Top Secret/SCI

Defense Intelligence Agency (DIA)