The document summarizes the professional experience of John T. Nesco III, including his extensive experience in operations, business development, and supply chain management roles. As a senior executive, he has a track record of success in start-up, high-growth environments and corporate restructuring. He has expertise in budget planning, team building, strategic growth planning, and problem solving. His experience includes roles as Director of Operations at Tantor Media and Business Operations Manager at Cox Publishing Inc., where he improved operating efficiency and increased revenue and profits.

1. JOHN T. NESCO III
Phone: 860.883.4912 Email: John.Nesco@outlook.com
SUMMARY
Senior executive with extensive experience in start-up and high-growth environments including operations,
business development, corporate restructuring, and supply chain and manufacturing logistics. Award-winning,
results-oriented leader with focus on revenue and income growth, operating efficiency, and product development.
A confident and effective communicator adept at garnering trust among employees, corporate partners, and
customers. Creative and innovative strategist recognized for exceptional financial and analytical skills, work ethic,
and organizational commitment.
CORE COMPENTANCIES
 Budget Planning and P&L Management  Team Building, Mentoring and Leadership
 Project Planning and Scheduling  Strategic Growth Planning
 Supply Chain Management  Start-Up and Turnaround Operations
 Recruiting & Hiring  Problem Solving and Change Management
 Quality Assurance (Standards & Control)  Product and Brand Development
 Supplier & Vendor Relations  Purchasing and Inventory Management
 Workflow and Process Optimization  New Business Development
EXPERIENCE
Tantor Media (Division of Recorded Books), Old Saybrook, CT 2010-May 2015
Largest U.S. independent audiobook publisher with 90 employees and $20M in annual revenue.
Director of Operations
Oversee all business and operational development functions for 65 employees, 7 production departments, and 180
independent contractors, including production, purchasing, facility management, human resources, finance, quality
control, product development, and manufacturing supply chains.
 Reshaped operations hierarchy to reduce redundancy, maximize employee skill set and eliminate unnecessary
production practices to position the company for extensive growth.
 Served as lead member of the talent management team focused on developing processes, programs, and tools to
support the talent management strategy, which included recruiting, on-boarding, talent assessment, performance
management, succession planning, development, coaching and colleague engagement.
 Managed facilities including lease negotiation, building maintenance, and safety procedures.
 Managed manufacturing supply chain and logistics, including raw material purchasing, inventory control and
conversion of raw materials to finished product.
 Managed monthly and annual profit and loss including budgeting and forecasting.
 Partnered with IT, acquisitions, finance, sales, and marketing department heads to create business synergies.
 Recruited 40 contractors and 10 permanent employees, in 2015, to leverage Connecticut tax credit, resulting in a
reduction of expenses by approximately $1M.
 Increased print and audiobook title production from 500 to 1500 titles annually (300%) in 5 years while reducing
operation expense by 20%. Created new division that generated $1M in a single month and $4M in first 2 years.
Cox Publishing Inc., Middletown, CT 1998-2009
Industry leader in trade magazine publishing with 10,000 employees and $1.3B in annual revenue.
Business Operations Manager 2007-2009

2. Managed operations for 40 national profit centers with revenue of $300M. Responsible for profit and loss, budget,
employee development, daily operations, and increasing overall product awareness.
 Increased revenue from $900K to $4.8M. Converted $200K income loss into $1.4M profit in five years.
 Reduced real estate footprint by 110 units, expenses by $10M, and telecommunications by $3.5M.
 Reduced distribution expenses by $6M.
 Increased customer base by 18% while reducing expenses in sales and operations by $22M.
East Division Distribution Manager 2006-2007
Promoted to senior level manager with responsibility for managing daily magazine distribution for 20 national profit
centers with revenue of $600M. Worked with multiple levels of management and staff to increase productivity and
performance while implementing initiatives for improved operations efficiency.
 Increase distribution revenue and product awareness by $4M (22%) through marketing and grassroots efforts.
 Added 2343 outlets and 4600 racks in 6 months (10% over target goal).
 Deployed by CEO for prominent leadership role during climate of company and industry challenge.
 Integrate new PDA technology into 6000 distribution channels to improve productivity.
District Operations Manager 2004-2006
Promoted to oversee 80 employees in ten cities and manage daily advertising and circulation sales of $100M.
 Recipient of 8 superior development and growth awards for outstanding results in the areas of operations, sales,
income, and distribution—an achievement reserved for only the top 1% of managers nationally.
 Involved in redesigning full complement of local and national products to increase online presence.
 Increased distribution and advertising revenues throughout district by 12% for 3 consecutive years.
General Manager 1998-2004
Director of daily operations for 32 employees and 15 trade magazines in Connecticut and Massachusetts with annual
revenue of $4.8M. Responsible for marketing, sales, staffing, budgeting, public relations, and profit and loss.
 Increased revenue by 25% and reversed profit loss by 125%.
 Increased revenue from $900K to $4.8M and converted $200K in loss to $1.4M in profit in five years.
 Conducted comprehensive review of business model and staffing to identify operation opportunities and promote
best business practices. Reduced staff by 20% without compromising business effectiveness.
Chart House Inc., New Haven and Chester, CT 1995-1998
National fine dining chain specializing in dramatic locations, specialty cuisine, and exclusive wines.
Assistant General Manager
Directed operations for highly profitable 200-seat restaurant with 70 employees and revenue of $4.8M. Developed and
executed multi-faceted grassroots marketing campaigns to build business relationships and encourage community
involvement, which increased restaurant visibility and patronage.
EDUCATION
Central Connecticut State University, New Britain, CT
Bachelor of Arts, Communication, 1991
Post-graduate coursework in graphic design at Manchester College.
OTHER
Certifications: Effective Selling, Recruiting for Managers, Selling for Managers, Selling Against the Competition
Volunteer Work: Crohn’s and Colitis Foundation of America - Member of board of directors, national task force
liaison, mentor, trainer, and group facilitator.
Interests: Competitive road cycling, writing, photography, guitar, golf, reading, and time with friends and family.