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Richard J.

Schwager
rs83fa4c@westpost.net
40010 N. Candlewyck Ln., Anthem, AZ 85382
(623) 321-6004 (eFax); (623) 703-0509 (Mobile)
EDUCATION AND CREDENTIALS
MBA, Harvard Business School, Boston, MA; Baker Scholar (top 5% of class), GM Fe
llow
BIA, General Motors Institute, Flint MI
PROFESSIONAL ACHIEVEMENTS
MANAGEMENT CONSULTING
Led Deloitte Consulting engagement team on supply chain optimization engagement
for major Asian importer/distributor and manufacturer; reduced wholesale vehicle
inventory by 90% and reduced order-to-delivery time from 88 days to 28 days. Ac
hieved cross-functional integration including new, common make-model tables, dea
ler ordering and vehicle allocation system, production forecasting, scheduling a
nd preferencing system, and reporting across Client Sales, Distribution, Port/Up
fit, Logistics, and worldwide Production activities.
As Manager in Deloitte Consultings Process People Strategy Service Line, expertl
y utilized Reengineering for Results/Process Modeling, Supply Chain Results and
Change Leadership methodologies, plus industry-based best practices from proprie
tary Firm repositories. Practiced Performance Improvement at C-Level across grou
ps, staffs and divisions, finally, developed status and results reporting (inclu
ding the Leadership Dashboard ).
While independently consulting, led transformation and relaunch of automotive se
rvices company including contract and funding, collections, product configuratio
n, master schedule, finance, legal, HR and IT. Successfully transitioned from un
dercapitalized, struggling general agency to effective, rationalized sales arm o
f an acquiring partner via negotiations through several firm valuation models de
veloped within engagement.
Developed and implemented market and open point opportunity matrix, then operati
ng and financial control infrastructure for new US-based investment firm whose m
ission was to invest in startup and buy-sell automotive dealer opportunities. Th
is resulted in recruiting/signing a successful network of six dealerships nation
wide.
Launched one such startup Dealer operation by very closely matching S,G&A to eme
rging revenue and cash flow, by target marketing to middle-lower income demograp
hic group, and by implementing national/web auction purchasing as well as aggres
sive service-to-sales prospect turns.
LARGE-SCALE REENGINEERING / PROGRAM LEADERSHIP
For General Motors Corporate Order-To-Delivery initiative, designed a custom pr
oject management and systems development methodology named OTD-21, including sta
keholder assessment, readiness assessments, redesign of planning and communicati
ons, implementation of milestones, gates and metrics, and considerable individua
l and group coaching and counseling. Resulted in execution on time/budget on a v
ery large scale Corporate initiative.
Again for General Motors, created common processes, data and systems to support
the sales of North American vehicles worldwide, and the cross-sales of Canadian
and US-produced vehicles. As a parallel initiative, designed all US/Canada commo
n overseas vehicle sales platforms in a way to be readily folded into GM Corpora
te common systems in Billing, Order Management, Logistics, Dealer Ordering, and
Technical/Customer Service.
- Overcame nearly insurmountable change readiness challenge in the incumbent GM
Detroit organization who would lose over 1/3 of its jobs (but whose knowledge/su
pport was vital to the projects success) and the GM Canada organization who was
absorbing 32 FTE of work with no additional headcount (similar impact to Detroit
and Canada ITS groups).
- Redesigned GM Canada group and individual roles, due to complete transformatio
n of role, authority, and accountability. Additionally, emerging new process an
d information flows between individuals and groups drove several more iterations
of organization and systems design.
- Project reduced transportation/upfits by 5-10%; eliminated obsolete data cente
r at cost of $3.5MM/yr., and eliminated 35% of active professional positions in
export operations.
For leading Automotive CRM firm in the US, developed and launched a framework fo
r Firm-wide Project Assessment/Ranking and Project Management, which provided a
phased and gated formal methodology to manage a portfolio of +-25 revenue expans
ion initiatives, ensuring implementation on-time and within budget
OPERATIONS LEADERSHIP
Created brand-new call center for vehicle fleet drivers by disaggregating Driver
Service function from Client Servicing and implementing new organization design
, processes and systems. Utilized Coopers & Lybrand BPR methodology in mapping,
identifying highest cost and client satisfaction drivers, configuring, piloting
and maintaining management and client buy-in. Increased productivity 20% over fi
rst year.
Led call center growth plan and expanded from less than 250 to more than 600 age
nts in one year; improved service levels by as much as 15 points, improved quali
ty monitors 12-20%, reduced handling time by about 120 seconds per gate, and red
uced attrition by about 20%
Added significant revenue opportunity by analyzing the patterns of under-utilize
d agents, re-engineering cross-gate coverage, and applying freed-up resource to
the processing of vendor claims, a batch-based task which was not critically tim
e sensitive. This achieved a run rate of 200,000 claims/yr for zero incremental
resources.
As Site Manager for GM Locomotives South African, immediately addressed critical
performance deterioration due to 24-months history of failure to remotely meet
production or cost targets. Once performance was stabilized, redesigned organiza
tion to better utilize individual skills and to better align with production and
sourcing problems. In 18 months, fully allocated unit costs dropped by 35%, qu
ality metrics improved by 140%, five months of schedule deterioration was erased
, and profitability was restored for the first time in 4 years.
SUPPLIER STRATEGY/SUPPLIER NETWORK DEVELOPMENT
Led management team and staffs, and overall Supplier Network in designing and im
plementing new network-specific supplier strategies, new performance-based agree
ments, and new leadership priorities focused on aggregation of volume, creation
of partnership and gainsharing, then flowing benefits through to Clients.
Increased quick-lube commissions by 18%, increased bodyshop commissions by 15% w
hile improving network usage by 8%, and concentrated vehicle repairs in 60% of o
riginal shops to gain leverage
PROFESSIONAL EXPERIENCE
Hale Venture Capital Group 2009-
INVESTMENT STRATEGY MANAGER
American Express Business Travel Network V Service Delivery Optimisation 20
07-present
SENIOR MANAGER, STRATEGIC PLANNING
Ensurety Group, Inc., Scottsdale, AZ 2005-2006
EXECUTIVE VICE-PRESIDENT AND GENERAL MANAGER
Newgen Results Corporation, San Diego, CA
2004
DIRECTOR, PROJECT MANAGEMENT
Automotive Equity Partners, Detroit, MI 2002 - 2004
GENERAL MANAGER
Deloitte Consulting, Detroit, MI 1999-2001
MANAGER
Cross Country Automotive Services, Tucson, AZ 1997-1
998
CALL CENTER MANAGER
PHH Vehicle Management Services, Hunt Valley, MD 1992 - 1997
VICE PRESIDENT, SUPPLIER SERVICES
General Motors Overseas Distribution Corporation (various locations)
1979 - 1992
DIRECTOR, SYSTEM DEVELOPMENT TEAM (Detroit, MI)
REGIONAL MANAGER and SITE MANAGER, EMD South African (Port Elisabeth, SA)
SALES and SERVICE MANAGER, ELECTRO-MOTIVE DIV. (La Grange, IL)