1. ROBERT NAGY
1421 Banavie Terrace East 443.864.0412
Bel Air, MD 21015 firstname.lastname@example.org
ntrepreneurial minded and results-oriented professional with over 20 years of experience and passion for
executing winning operational, sales, team building, and customer support strategies. Change agent with
track record in improving sales processes, operational efficiencies, and staff productivity. Natural communicator
who easily connects with people on diverse levels. Innate ability to motivate, empower cross-functional teams
to accomplish goals. Recognized for strong work ethic; focus on integrating sales and marketing needs with
practical delivery issues from an operations, project management, and financial perspective. Adept in instituting
processes and operational programs that strengthen revenue, maximize profit, and control costs.
Strategic Management Customer Retention & Penetration New Business Development
Business Re-engineering Performance Metrics & Benchmarking Inventory & Facilities Management
Contract Negotiations Training, Coaching & Supervision Competitive Analysis & Research
Workflow Optimization Continuous Process Improvements New Market Development
CA REER PROGRESSION
Ascend One, Columbia, MD 10/2012 – 4/2016
Director – Creditor Operations & Negotiations
Develops and implements initiatives and goals to meet/exceed all department objectives with a focus on
supporting business strategies and continuous improvement. Leader of 3 business units comprised of 60
individuals that generate $24 million in annual revenue and support critical operations. Identifies, selects and
develops people in order to build and sustain a high-performing teams. Develops strong relationships with key
creditors to maximize plan benefits for consumers and mitigate business risks. Own the ISO certification
process including managing the internal audit & SOP processes.
Created daily, weekly & monthly scorecards for executive management - reporting on critical success
metrics. Metrics include top line revenue, margins, productivity, project & process improvement
Met or exceeded debt settlement revenue targets 13 of the past 18 months
Transitioned 25% of all debt relief agreements from a manual to purely systemic – online process. The
cost of each transaction was reduced from $125 to $8 resulting in a monthly saving of $140K.
Played a key role in reorganizing three business units during a 15 month period. Led the operational
changes including the development of new team member roles, change management and process
reengineering that resulted in an annual cost savings of $1.2 million.
CONSTELLATION ENERGY, Baltimore, MD 1998 – 2012
General Manager – Commercial Energy Sales (2010 – 2012)
Direct territory sales, vendor management, contract negotiations, gross margins, and budgeting along with P&L
accountability. Develop strategic plans to ensure revenue growth for products and services. Establish metrics and
allocate resources to meet sales targets. Oversee development of sales programs and evaluate new products and
services. Supervise team of eight Business Development Managers.
Played key role in increasing year-over-year sales 18% by merging two business units with 65 staff and $6
million in annual revenues. Restored profitability to fledging business unit through cost controls, new sales
focus, key commercial customer acquisitions and establishing performance metrics system.
Brought several large chain businesses on board and implemented changes to targeted prospects,
promotional materials, and competitive bundled offerings.
2. ROBERT NAGY Résumé: Page Two
CA REER PROGRESSION
General Manager – Operations Support & Information Technology (2006 – 2010)
Managed five business areas servicing more than 160,000 customers to directly support field sales and service
operations encompassing procurement, inventory management, technical training and safety, business
performance improvement, and information technology. Supervised 45 direct reports.
Saved in excess of $200,000 or 6% of total inventory value through commodity purchases in volatile business
market (2008). Executed partnership with two key equipment suppliers that eliminated one third of inventory
and saved more than $750,000 in warehouse and inventory operating costs.
Devised and executed an assessment that reduced operating expenses by 13% ($250,000 annually) through
streamlining parts / receiving process and bringing contracting services in house.
Developed safety program to create friendly, competitive environment via monthly safety contests with
individual and team awards (2007). Implementation resulted in lowest MVA rate in company history and third
best OSHA rate and resulted in previous year savings of more than $500,000.
Served as lead manager on analysis and decision to outsource IT function to Accenture resulting in improving
overall support and saving more than $1 million within the first three years.
Spearheaded development of world class, in-house Customer and Employee Excellence Program and hired
three full-time staff members tasked with deploying program throughout organization.
Director – Business Performance Improvement & Six Sigma Black Belt (2001 - 2006)
Collaborated with Executive Leadership and subject matter experts to identify problems, analyze information,
develop, and implement business performance solutions consistent with business strategies. Led rollout of
performance improvements and process mapping for all business units. Coached and mentored leaders and
project managers to achieve project goals and ensure implementation of skills in problem solving, project
management, and change management. Supervised team of six analysts.
Achieved annual savings or increased revenues of at least $500,000 through project management and process
improvements that were aligned with overall strategic direction of organization. Exceeded targeted goal of
$500,000 annually by 40%, 70%, and 53% (2003 to 2005).
Served as business manager and subject matter expert for $6 million system integration of Microsoft Great
Plains and CRM that was recognized with Microsoft Pinnacle Award (2004).
Improved closing rate from 29% to 32% in one year, representing more than $1 million in sales revenue and
resulting in faster lead distribution to salesforce, more accountability, and improved customer response.
Saved company in excess of $830,000 annually on delivery expenses and enhanced relationship with two key
suppliers that provided significant leverage over pricing.
Led project designed to ensure proper documentation of processes and institutional knowledge across
organization. Eliminated or automated numerous duplicate and manual processes that resulted in streamlining
operations and reducing SG&A expenses by 10% or $400,000 annually.
Manager – Promotions & Market Research (1998 – 2001)
Part of management team that developed promotional materials and advertising strategies for television, radio,
print, direct mail, and Internet with annual budget of $10+ million. Involved in expansion initiatives into
Washington, DC suburbs. Analyzed campaign statistics to determine success rates.
Led marketing initiative to capture Maryland residential natural gas customers when deregulation came into
effect in Maryland (1998 – 1999). Captured 10% of Maryland’s available market, over 60,000 customers and
67% of every residence that elected to switch from regulated Utility.
3. ROBERT NAGY Résumé: Page Three
Oversaw customer acquisition efforts in two counties bordering Washington D.C., an area outside of traditional
market. Through designing targeted advertising after conducting focus groups, customers in region grew by
43% or 20,000+ within a three-year period.
MBA—Marketing, LOYOLA UNIVERSITY - 1998
B.S.—Quantitative Business Analysis, THE PENNSYLVANIA STATE UNIVERSITY - 1991
Word ▪ Excel ▪ PowerPoint ▪ Visio
Microsoft CRM ▪ Microsoft Great Plains ▪ Minitab
PROFESSIO NA L TRA INING
LEED Green Associate (March 2010)
Transformational Leadership Certification – University of Virginia - Darden School of Business (May 2009)
Six Sigma Black Belt Certification (June 2006)
VOLUNTEER AFFILIA TIONS
Board of Directors; Treasurer, THE LOADING DOCK, Baltimore, MD
2006 - Present
Steering Committee Chair, AMERICAN CANCER SOCIETY – John Steadman Tournament of Hope
2004 - 2012