MATTHEW P. HARTZOGOswego, IL • matthartzog@hotmail.com

630 360 7742 m ∙ 630 554 3588 h

SUMMARY

Innovative and involved leader skilled at leading high performance teams in delivering superior results on complex projects.  Proven track record building teams, designing processes, providing solutions, delivering superior customer satisfaction, lowering costs, and improving operating efficiency.  Recognized for optimizing relationships between contractors, consultants, suppliers, and internal teams.  Specializing in delivering the impossible.

PROFESSIONAL EXPERIENCE

LAZ PARKING, Chicago, IL                                                                                  2011 - PresentGeneral Manager – Chicago Parking Meter OperationsChanged the culture of the meter operation through inclusive and engaging leadership techniques and improved performance. Led all meter operations activities including – maintenance, helpdesk, security, enforcement, coin collection and processing, compliance, and special projects. Responsible for contract negotiation, budget creation, performance management, and strategic planning. Managed relationships with key stakeholders.

Led a diverse team of 100 employees including union, non-union & management staff

Employed a variety of techniques to reduce spending by 15% Contributed $6.6 million in revenue for City of Chicago Initiated maintenance programs to improve system uptime by 5% Developed employee engagement programs to establish employee engagement

at 73% Instituted leadership development program resulting in over 10 promotions

REDBOX AUTOMATED RETAIL, LLC, Oakbrook Terrace, IL 2005 - 2010Senior Director – Deployment                             2007 - 2010Initiated and implemented best practices for deployment activities.  Responsible for all deployment related activities including site selection, preparation, delivery, set-up, and maintenance.  Served on Executive Leadership Team and other cross-functional groups to implement change & accelerate execution of key business initiatives.

Decreased installation timeline by over 50% from over 6 months to under 90 days.

Improved delivery frequency from a kiosk every 120 minutes to one every 55 minutes.

Increased delivery success rate from under 90% to 99%. Drove Client Net Promoter Score from 10% to 88%.

Developed standard operating procedure manuals that increased deliveries by 45% and decreased costs by 14% on an annual basis.

Senior Manager – Deployment                             2006 – 2007Total accountability for development and implementation of Redbox’s retail channel including surveying, client approval, site readiness, deployment, and start-up.  Responsible for $52 million in capex and delivering 51% of all kiosks.

Created retail team; worked collaboratively with outside sales agency, consultants, and contractors; implemented standard operating procedures; doubling the network

Institutionalized deployment best practices including site selection, preparation, delivery, and set-up which realized a 12% savings of $3.1 million annually.

Initiated “Earn a 10” customer service program increasing client satisfaction 400%

Led remodeling of corporate headquarters improving office space efficiency by 100% at a 12% savings.

Area Construction Manager – Deployment          2005 – 2006Responsible for delivering kiosks by prescribed market launches and under budget.

Delivered 40% of all kiosks at 14% savings. Developed contractor manual. Decreased annual contractor costs by 14%. Implemented Client Net Promoter Score Survey.

BOVIS LEND LEASE, INC., Chicago, IL                                                                     2001 - 2004 Project Director                                                  2003 - 2004    

Responsibilities included delivery of the 2004 brand conversion program for properties owned and/or directly supplied by British Petroleum (BP) and management of a $22.6 million budget.  Led team that converted 300+ sites in 2004 on time and within budget. 

Initiated weekly team teleconference that increased productivity by requiring each project manager to present their weekly project plans and committing to meet their planned targets.

Assistant Project Director                                   2002 - 2003    Integral member of team that completed over 400 projects in 2003 for a total budget of $32 million. Communicated all project status information on a weekly basis to client, management, and the team.

Negotiated 15% savings for contract labor rates for total program savings of $3 million.

Created electronic estimating comparison tool that instantly showed cost discrepancies between contractors that facilitated efficient contract negotiations.   

EDUCATION

Bachelor of Science - Organizational Management • Huntington College • Huntington, IN