MARK C. HARDY Bartlett, IL 60103 Cell: (630) 272-5747 mhardy698@gmail.com www.linkedin.

.com/in/markchardy/ QUALIFICATIONS SUMMARY Operations Manager with significant experience in Customer Service. Roles varied from managing branches of all sizes to large volume call center operations. Proven track record of building and leading teams of 5 to >100 team members, developing employees, and driving process improvement. Strengths include: Customer Relationship Management Service Center Management Individual Development Facilitating Change Communication Managing Performance LEAN / Continuous Improvement Building Service Capabilities Budgeting Resource Analysis Managing Virtual Teams Forecasting & Planning

Collaborative style enables working cross-functionally to make problems visible and deliver disciplined solutions. Track record of increasing revenue growth, improving customer satisfaction and employee engagement, as well as reducing costs through leaner processes. PROFESSIONAL HISTORY W.W. Grainger, Lake Forest, IL 2001-2012 Fortune 500 industrial supply company offering business -to-business products for maintenance, repair, and operations including motors, lighting, material handling, fasteners, plumbing, tools, and safety supplies. Annual revenues exceed $9B. Service Center Management: The Service Center team provided centralized service supporting the Companys 400+ branch network and enhancing the overall customer experience. Multiple teams collaborated to provide services such as technical product support, 24x&7 service, new customer management, and complex customer management. Service Center Manager: Complex Customers (2010-2012) Based in Lincolnshire, IL with virtual teams in Farmington Hills, MI and Janesville, WI. Led Customer Service team in successfully on-boarding and integrating complex customers to Graingers ordering platform. Collaborated with internal systems, sales, and back office teams to address and correct process and technology gaps impeding seamless flow of orders. Department was sought out by Corporate Sales group to support high profile contracts. Grew assigned Corporate and Government account sales 10 to 12% annually. Drove customer satisfaction to 7/10 customers giving a perfect overall score by clearly defining each customers requirements and working cross functionally to meet their needs. Customer Satisfaction Survey results in top quartile. Facilitated collaboration and cross training between locations to increase customer volume by 10% without adding headcount in two year and a half year tenure. Utilized value stream mapping to reduce Graingers largest customers DSO by 25% and improve order and invoice processing efficiency by 15-20%. Service Center Manager: Technical Product Support (TPS) (2005-2010) Responsible for providing differentiated customer experience at the transaction level. Led the centralized, tier two escalation team that responded to phone, fax, e-mail, and chat requests from customers and branch personnel regarding pre-sales selection and post sales support. Led long-term challenge to build department capacity to provide customer experience aligned to 400-branch network. Long term hiring increased managers from 3-6 managers and phone agents from 60-104. Reacted to long customer hold times by opening and staffing a second TPS location in Waterloo, IA. Increased capacity and aggressive hiring led to improved accessibility, despite baseline call volume increasing from 2,500 to 6,000 calls/day. Successfully integrated customer feedback into departmental mission. Initiated new service quality performance objectives, updated call monitoring and coaching expectations, and instituted recognition programs. One Customer Satisfaction Survey success showed courtesy and professionalism improved from "poor" to "exceeds" in ratings. Improved service levels from initial 42% to goal and hit 90% despite >20% annual call volume increase, dramatically improving telephone wait time for customers, while generating annual revenue of $50M by converting calls into orders. Improved accessibility for customers by managing call demand by through increasing self-service opportunities, sharing internal call usage reporting to branch leadership, and tactical average handle time coaching. Led to 10% service level lift. Received National Customer Service Leadership Award for leadership contributions.

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Customer Service Manager (2002-2005) Demonstrated call consolidation capabilities and practices to Grainger organization by working cross-functionally to support inbound phone calls for mid-west pilot. Exceeded Phone Service Level Goal of 90% calls answered in 20 seconds. Created and maintained process ownership for phone call monitoring process for Wisconsin branch leadership team. Met District Customer Service Manager objectives for this initiative. Led National Service Center for product accessory sales and warranties by generating incremental revenue of 3%. Active in customer resolution process Project Manager-Field Based Call Center (2001-2002) Led project team to recommend telephony solution to link 400 branches to a single network that resulted in creating a virtual call center.

Branch Manager (progressive promotions), Chicago Metro Area 1989-2001 As a Branch Manager, I led autonomous teams responsible for owning geographic market by empowering team to provide customer solutions. Key operational accountabilities included prompt and professional service for walk-in and phone customers: timely follow-up on all service inquiries and quotes; creative and fully stocked displays; on time order picking and shipments; and accurate warehouse and inventory management. Worked closely with sales partners to deliver on customer commitments. Morton Grove Branch Manager [$11M] (+2%) ((2000-2001) Piloted expanded role of Branch Manager to include branch operations plus day-to-day management of 6 sales representatives. Sales management responsibilities included facilitating team meetings, developing call strategy and scheduling, operational support, and coaching. Piloted customer on-site employee. Embedded employee sourced non-catalog items, as well as managed the replenishment of safety and production consumables. Grew account from $40K to 200K in first year. Managed 40,000 sq. ft. warehouse. Decommissioned inventory associated with a defunct company department. Worked with sales and supply chain partners to redeploy return trailers to sell non-catalog product or scrap unsellable SKUs. Arlington Heights/Wood Dale Branch Manager [$10M] (7% sales) (1999-2000) Operational responsibility for two branches. Drove traditional objectives of sales growth, service level attainment, inventory turns, accurate processing of inbound trailers and outbound shipping orders for both facilities. Mentored MBA fast tract candidates participating in Company sponsored MBA rotational program by developing and implementing a six-month curriculum for candidates. Franklin Park Branch Manager [$8M] (+7% sales) (1996-1999) Oversaw construction of new branch including environmental audit of property, zoning board meetings, real estate department pre-construction planning, construction, and rack configuration. Secured certificate of occupancy and opened the branch prior to target Grand Opening date. Achieved annual sales growth of 12% by leveraging the new branch, as well as effectively collaborating with Sales and Marketing to align resources to penetrate the market. Schiller Park Branch Manager [$5M] (+6% sales) (1989-1996) Assumed leadership of newly opened expansion branch. Collaborated with sales representative to win primary supplier status with regional grocery store chain. Won lighting business for 100+ store chain. Grew account sales from $40K to $400K over 18 months. Branch Manager Trainee (1988-1989)

EDUCATION & TRAINING M.S. in Business Administration from Iowa State University, Ames, IA B.A. in History from Simpson College, Indianola, IA Training in Leadership, Coaching, Ethics, Change Management, and ISO & Continuous Improvement Certification.